A Midsummer Night’s Dream: the Confusion of Dreams

Kelly Johnson ENGL 3000-006 Remien March 5, 2010 Paper 1 The Confusion of Dreams You are falling faster and faster through the pale blue sky with no parachute and nothing to grab on to. The shards of rock below seem to get sharper and sharper as a wave of terror and hopelessness takes over. You are just moments away from certain death when all of the sudden you wake up and realize it was all a dream. In William Shakespeare’s A Midsummer Night’s Dream, he uses the power of dreams to construct the possibility of an alternate reality. A Midsummer Night’s Dream has many crude elements, which may have been offensive to many members of the audience, possibly causing the removal of his play. In order to combat this potential problem, Shakespeare adds Puck’s final speech to serve as an apology. Instead of using a simple apology though, Shakespeare attempts to convince the audience members they too were in a dream by linking the audience to the characters of the play, powerful discourse and imagery. All of these elements allow the reader or viewer to feel at ease instead of resentment as the play commences. The final speech of A Midsummer Night’s Dream at first seems out of place. As this play is a comedy, Oberon’s final speech appears to be the perfect ending. However, the last words go to Puck, the fairy responsible for all of the mischief seen throughout the play, as he tries to fill the audience with a sense of peace by playing with the idea of dreams. In concurrence with the title, dreams are a dominant element throughout the play. Instead of the lovers questioning anything that previously happened, they just accept they all had the same dream, which allows them to happily continue with their lives as all peace was restored. This speech offers an extension of the possibility that it was all a dream to the audience. Puck calls on the audience to think, â€Å"That you have but slumbered here/ While these visions did appear† (5. 1. 417-418). Puck and the other fairies were able to mend all of the problems between the lovers and this speech should do just the same for the audience. If everything previously witnessed is only a dream, then there is no need for outrage and â€Å"all is mended† (5. 1. 416). By creating a dream-like environment, the focus turns from the drama that unfolded throughout the play to the mystical and humorous occurrences. This enables the audience to feel sense of closure. In addition to relating the audience to the characters, the use of discourse aids to the dream-like sense. Throughout A Midsummer Night’s Dream, the way language is used plays an important role in the message Shakespeare is portraying and the final speech is no different, with the language used mirroring the language throughout the play. The final lines of the play extend upon the use of binary opposites. Throughout this speech, Puck offers conflicting ideas that cause further confusion for the audience, similar to the way dreams are viewed as perplexing upon waking up. Puck insists â€Å"And, as I am an honest Puck, If we have enearned luck Now to scape the serpent’s tongue, We will make amends ere long; Else the Puck a liar call. † (5. 1. 415-420) The contraction between â€Å"honest† and â€Å"liar† is blatant and it is impossible to be both. Additionally, while this is an apology as Puck attempts to gain the audience’s trust, this speech is filled with dangerous images, such as â€Å"serpent’s tongue;† adding a sense of doubt and unease. This confusion further adds to the dream-like sense Shakespeare is trying to create. In addition to the binary opposites that are used, this speech is spoken in such a way that it has a feeling of a lullaby. After suggesting the fact everything previously witnessed may have been a dream, Puck utters the lines â€Å"And this weak and idle theme, No more yielding but a dream, Gentles, do not reprehend, If you pardon, we will mend. † (5. 1. 419-422) While throughout the play, various other characters spoke lyrically, these lyrically spoken lines sound like something out of a lullaby, as if Puck wants the audience to once again fall asleep and dream as to possibly forget everything that had just transpired. Unlike the supernatural magic that was used on the characters throughout the play, Puck is attempting to use the magic of words to get the audience to do and think as he pleases. Using the words â€Å"weak and idle,† â€Å"yielding† and â€Å"Gentles† make the audience feel at peace and willing to do what Puck is asking of them. In addition to the form used, Shakespeare uses the images of shadows in this complex apology. The use of imagery throughout A Midsummer Night’s Dream, including the final speech, plays a powerful role in the underlying meaning of the play. In the first lines of his short monologue, Puck states â€Å"If we shadows have offended, Think but this, and all is mended- That you have but slumbered here While these visions did appear. † (5. 1. 415-418) Instead of referring to the actors as a people, he calls them â€Å"shadows. † The fairies, whose presence has often been mysterious and murky, throughout the play have directed the course of events that transpired. Therefore, it would make sense to the audience to want to follow what Puck is saying, as in the moment, it is the most natural thing to do. Similar to many of the other aspects of this speech, this proposes that what had just happened was simply the work of each person’s imagination. In this sense, Puck is therefore leaving it up to the audience to decide if what they have just witnessed is good or bad. The â€Å"shadows† simply exist; it is up to the audience to give them meaning that relates to each of their lives, just as the characters in the play did. The final speech of A Midsummer Night’s Dream wants to make the audience feel as though they were dreaming, which is accomplished by linking the audience to the characters, discourse and imagery. Puck’s final monologue of A Midsummer Night’s Dream is more than just a simple apology. Even with the darker images and contradictions of the speech, it provides closure for the audience. Just as the characters in the play were able to think everything happened was simply a dream and continue to go about with their lives, Shakespeare is attempting to instill the same belief in the audience and hoping they enjoy the happy ending. Works Cited Shakespeare, William, and Russ McDonald. A Midsummer Night's Dream. New York, N. Y. : Penguin, 2000. Print.

Mathematics

Math has been developed to aid human understanding .More the math associated with a subject, better is our quantitative understanding of the subject. Calculus is a great tool in this regard. If we look at individual tools of mathematics they may fail to be useful. But when different branches of mathematics are used together they will definitely help in all subjects. One more thing â€Å"If we don’t use a tool doesn’t mean that it’s useless, There are many things that can be done with it but we don’t require it in everyday life so we just don’t use them.† Specifically looking at examples :-   1) Minister  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   : one of his main job is campaigning. He should campaign more in areas where he has chances of winning than in areas where he is sure to win. This can be found out by survey of last elections, general notion prevailing among people that time. He must also campaign in areas where there’s high probability of people turning up for his lecture and for voting. When he becomes minister, he has to look for the development of the region. This involves all branches of mathematics. His long term aims, promises etc. Fore most is to manage the funds available. Suppose he decides to construct a bridge or flyover or any such Infrastructure project, he has to think of funds for construction. If he keeps some toll tax than how much should he keep? This can be decided by how many people would use it everyday? How much he is targeting to collect? Inflation etc.etc. This all are determined using calculus. 2) Kindergarten teacher : She has to look on child’s growth. Some child can catch things fast. It’s not needed to spend a lot of time on them. Teachers should concentrate more on average child. Also it is sure that not everyone will understand all the things. So teacher has to do some calculations as to when be the right time to move to next topic. If she plots a graph of ‘how many people have understood versus time.’ Definitely she would get a Gaussian curve. This will come handy for subsequent classes. She can ask some simple question to all students and carry out this survey. Also, marks scored by students will have a Gaussian curve shape. Now suppose she has to convert it some other grading standards. (Example from a scale of 100 to relative grading of scale of 10).It would be good for her to know of calculus. She can figure out How much area (integration) is covered by the above mentioned graph?   How much percentage of people are present in which area? What is the average grade she wants to keep etc. etc. These are some of things which directly come to my mind. Tell students to think more in this line and they will surely find out more uses. Or better still put some enthusiastic calculus teacher in the above post for a day and He/she will think of a 100 more uses. Someone may argue that they are specific cases but remind them that jobs not only require to be proficient in everyday work but of special cases also which are likely to be encountered. Mathematics The most common error committed by students is the sign error.   Consider, for example the following instance.   A seventh grade teacher is to provide instruction in the multiplication of signed numbers. The teacher walks through the room, observing progress of each student as they work on a number of sample problems at their seats. The teacher notices that several students consistently make the following error: (-5) x (-6) = -30. One misconception is that the students think that signs do not matter.   In solving these kinds of problems, they tend to disregard the number signs.   This might be because of lack of knowledge of the concept.   The teacher may not have given the importance of number signs.   In this regard, the teacher should give the reason why they should not disregard number signs.   This will help students be more careful in solving numbered signs because they know its importance. Another is that some students tend to believe that since the sum of two negative numbers is a negative then their product might also be a negative number.   Students may overlook the details on the difference between adding and multiplying negative numbers.   The teacher, for this matter, may have not emphasized or given a thorough detail on multiplying a negative number.   This misconception can be diminished if the teacher gives the difference between adding and multiplying negative numbers.   This will help students to keep in mind that the product of two negative numbers is NOT a negative number since they know that multiplying two negative numbers is different from adding two negative numbers. There are many other underlying causes on why students commit this common error.   One major reason is because teachers often overlook the details and skip the important ones.   This error may be reduced if teachers emphasize on the details especially the importance of what they are doing. SOURCES: Ball, D. L., Hill, H. C., & Bass, H. (2005). Knowing Mathematics for Teaching. American Educator. Conference Board of the Mathematical Sciences. (2001). The Mathematical Education for Teachers. Providence RI and Washington DC: American Mathematical Society and Mathematical Association of America. Misconceptions in Mathematics: Calculations with Negative Numbers.  Ã‚   Retrieved November 1, 2006 Patterns of Error. (2002).  Ã‚   Retrieved November 1, 2006, from http://math.about.com/library/weekly/aa011502a.htm Schechter, E. (2006). The Most Common Errors in Undergraduate Mathematics.  Ã‚   Retrieved November 1, 2006, from http://www.math.vanderbilt.edu/~schectex/commerrs/#Signs Yetkin, E. (2003). Student Difficulties in Learning Elementary Mathematics. ERIC Digest.  Ã‚   Retrieved November 1, from http://www.ericdigests.org/2004-3/learning.html                  

Product Proposal Template

Product Proposal Template †¢ [Bulleted lists and bracketed text are descriptive, and should not appear in final documents. ] †¢ Assume your proposal will be one of many reviewed by potential investors. It should be accurate, concise, and self-contained. Don't assume the reader is familiar with you or your product. †¢ The proposal should be well organized, clearly written, and flow smoothly from one item to the next. The style and information should be consistent, even if different people write different parts. †¢ Use graphics (charts, diagrams, etc) where they can be more effective than text (â€Å"a picture is worth a thousand words†).Do not use cutesy or unnecessary pictures. †¢ Include or attach tables or spreadsheets for lists and comparisons. Product Proposal for [Concept] Executive Summary †¢ Write the summary last, not first. †¢ Summarize all key ideas from the proposal in less than one page. †¢ Describe the product in the first p aragraph. †¢ Do not use graphics, tables, etc. Overview 1 Introduction †¢ Describe the product, its key features and functionality. 2 Abbreviations and Definitions †¢ List and define all abbreviations and non-standard terms used. 3 Background Describe any background required to understand the product or its importance, including market or technology trends.Market Analysis 1 Needs Analysis †¢ Describe who needs the product, and why. †¢ For each market of interest, describe key characteristics, including size. †¢ Summarize the customer’s total cost. Include hardware unless you are assuming that your customers already own the necessary hardware. 2 Competitive Analysis †¢ Describe competing products, and their relative strengths ; weaknesses. †¢ Include or attach a table to summarize key characteristics. †¢ Use text (or subsections) for details not easily captured in the table. Feature or Characteristic |[Proposed Product] |Competitor( s) | | | |[#1] |[#2] |[#3] |[#4] | | | | | | | | Requirements 1 Actors ; Use Cases †¢ Describe the general categories of people who will use the product. †¢ Describe any external systems that will interact with the product. For each actor, describe why and how they interact with the product. †¢ For each actor, describe any special characteristics or background.†¢ Include or attach a table to summarize which actors perform which use cases, especially if there is overlap. |Use Case |Actor(s) | | |[#1] |[#2] |[#3] |[#4] |[#5] | | | | | | | | Requirements †¢ Include or attach a table (or a full spreadsheet) to list and describe key requirements, such as: o hardware or software (platform dependencies) o performance o networking o concurrency o data storage o internationalization (multiple languages, currencies, time zones) o error handling ; security o testing ; documentation o installation Category |Requirement |Priorit|Phase |Cost | | | |y | | | | | | | | | | | | | | | 3 Deliverables List and describe items that must be completed in order to complete this product, such as: o hardware components o software components o packaging ; documentation o licenses, user names, passwords Design 1 User Interfaces †¢ Describe the user interface(s). †¢ Include or attach sketches or mockups of GUI screens where applicable. 2 UML Design Diagrams†¢ Describe the key data objects and relationships (data diagrams). †¢ Describe any complex interactions among actors and product components (interaction diagrams). †¢ Describe the logical and physical architecture (deployment diagrams). Include or attach diagrams where applicable. 3 Other †¢ Describe any other design issues, such as: o novel algorithms or data structures o significant challenges or risks o 3rd party components you will use (commercial, open source, etc) o potential patents Project Plan 1 Team and Organization †¢ Describe each member of your team and their roles and responsibilities. †¢ Describe any missing skills you will need to make this product successful. †¢ Describe how your team is organized. 2 Estimates ; Schedule †¢ Describe the expected project schedule. Include or attach applicable tables or planning diagrams, such as: o work breakdown schedules (WBS) o PERT/CPM networks, Gantt charts, etc. (if applicable) |Date |Owner |Action or Deliverable | | | | | | | | |Resource ; Budget Requirements †¢ List and describe any needed resources (equipment, facilities, services, etc). †¢ List all costs required to build and deploy the product, including: o Supporting hardware and software that must be purchased o Effort by developers, testers, writers, etc o Sales and marketing †¢ List expected revenue sources and projected revenue. †¢ Describe your expected profit margin. †¢ Include or attach applicable tables or spreadsheets. Category |Item |Count |Unit Cost |Total Cost | | | | | | | | | | | | | 4 Risks †¢ List and describe risks that could affect features, schedule, or cost. For each, estimate probability and impact, and describe possible responses. †¢ Include or attach applicable tables or spreadsheets. |Category |Risk |Prob |Impact |Response | | | | | | | | | | | | |References †¢ List citations for any published material (including books, articles, product documentation, and web pages) used when preparing the proposal, whether or not they are quoted or cited elsewhere in the proposal.

Canadian Standards Association (CSA) Article Example | Topics and Well Written Essays - 250 words

Canadian Standards Association (CSA) - Article Example almost everything that a business or industry handles and a consumer benefits from; â€Å"from toasters to transformers, sewer pipes to sewing machines and light to lumber† (Griffin, 15). The CSA mark of standard can be found on â€Å"more than a billion products around the world† (Griffin, 15). The international counterpart of the organization â€Å"tests and certifies products to national, regional and international standards† (Griffin, 15). This in turn helps to ensure â€Å"public safety and health†, better the â€Å"quality of life†, and conserve environmental health (Griffin, 15). The role of the organization has been defined as to â€Å"foster operational excellence† (Griffin, 15). CSA provides standards for many aspects of a renovation project. As detailed in the CSA website, CSA.CA.com, CSA has set standards for building construction, the Z320-11, Building Commissioning Standard and Check Sheets 2011. There is also a detailed set of guidelines, CSAZ8000, published specifically in the context of renovation of health care facilities, for essential electrical systems, heating, ventilation, air-conditioning, handling of waste materials, infection control, plumbing installations, and medical gas-pipeline systems. A renovator can follow these standards to ensure quality and safety. They help the renovator to know â€Å"if the technical functions associated with their major systems were safe and fully operational,† as suggested in the CSA website, CSA.CA.com. These standards approach the buildings and their entire operational systems from a holistic perspective, says the CSA website, CSA.CA.com. The website also explains that the â€Å"major building system s† that come under these guidelines are: It is also observed in the CSA website, CSA.CA.com, that â€Å"the intent of this Standard is to provide a comprehensive, integrated, consistent, and managed process to ensure and document the performance of a complete building and its major systems in meeting the basis of

Conflict in Egypt Essay Example | Topics and Well Written Essays - 1000 words

Conflict in Egypt - Essay Example But there has to be an event with a potential to spark the revolution. In case of Egypt, it was the alighting of a man in front of parliament building in Cairo on 17 January, 2011 to register his protest against the untold pains that the economic conditions have caused him. (Jones, 2011) The incident caused to set dividing line between the oppressed and the oppressor and thus had set the stage for the first stage of conflict life cycle, the beginning. As a natural outcome of this incident two sides; the Egyptian government and the public takes their definite sides. As the time elapsed the government and public stances appeared to have two obvious stands points around which the opinions began to emerge and the divide began to take clear boundaries. Majority of people have a clear mindset on the issue and they have no confusion on the logic of their stance. The protesters were beefed up with masses from every walk of life neglecting their mutual differences in social values and religio us thoughts. â€Å"They were students and professionals, men and women, members of both the elite and the working class, standing side by side, and standing together out of concern for their country's future.† (Editorial, 2011). ... The protestors were peaceful right from the beginning of the conflict and successfully displayed their rationale and resolution behind the protest. However, the Egyptian government had tried nothing new but the tools and tricks what a dictator regime often has to employ. The nonviolent protestor began to formulate their demands as the government fails to reconcile in the early stages of the conflict. This was mainly due to a tyrant approach to such conflicts and the suppression and oppression could only add fuel to the fire. The public anger began to rise as the government failed pay heed to public concerns in a befitting manner. The situation clearly outlines the next stage of the conflict where conflict are grown into mature stages and some violence marks the stanch behaviors of parties involved in the conflict. The PPU identifies the situation as, â€Å"Each side increases its demands, and its sense of grievance swells. Each side looks for allies from outside the conflict area, f or moral and physical support. Acts of violence begin.† (PPU, 2011). The killing of the protestors by government allies further complicated the conflict and the blood injected firm determination among the protester gather around the historic Tahrir Square to liberate their country from the Husni Mubarak regime. The violence introduced by the government allies further aggravated the situation and created the deadlock required to translate such conflicts into a successful revolution. The activists chanted popular slogans "We do not want Shafik any more, even if they shoot us with bullets, revolution until victory, revolution against Shafik and the palace.† (Sherwood & Tom, 2011). The whole Egypt went on warlike situation after this and riots spread all over the

Managerial Decision Making Essay Example | Topics and Well Written Essays - 3000 words

Managerial Decision Making - Essay Example While analyzing any complex problem identifying the constituent parts is critical. These parts need to be workable and of decidable size. When the broken down parts get solved the entire problem gets solved. Thirdly, while finance and the monetary gains are the primary focus of the analysis, it would also help in realizing the advantages of cornering a dominant share in the market in Greece, dissuading competition and slowly easing them out if they do have any market share. Finally, the objective of the exercise would be to increase the monetary benefit the company gains. A decision tree was done based on the case study provided and on the assumptions indicated above. Maximizing the monetary benefit is the objective. Therefore the factors that need to be considered for the decision tree analysis will be: Based on the table above, the influencing parameters like price or discount factors in terms of 20% free capsules both amount to the same. And hence for analysis purposes, they can be combined and visualized. The monetary gain has been calculated and filled in based on the information provided in the Expected Monetary Value section. The decision tree is drawn based on this data set. The influence of the generic producers of Product X has not been considered as that is an in-determinant. Based on the d P: Probability of Occurrence V: Value M: Million EMV: Expected Monetary Value (Please see calculations below) Figure 1: Decision Tree Structure Based on the decision tree diagram, four major options are identified and are analyzed for their feasibility. Further analysis is done based on these four for further fine tuning and

Risk Management Essay Example | Topics and Well Written Essays - 3000 words

Risk Management - Essay Example The three main management risks that the Company faces are (i) procurement risk; (ii) Human Resources Management risk; (iii) and, accounting risk. These three kinds of risks are common to large chain store like Wal-Mart (Zsidisin, 2008). Wal-Mart has employed improved management strategies to deal with the problems caused by these risks. As an international organization, Wal-Mart constantly faces the challenge of maintaining cohesion among its employees who are multiracial and multicultural employees. This has been a serious issue that Wal-Mart tries its best to grapple with since it began its globalization drive. Similarly, there are perpetual worries about risks inherent in the procurement and the computation of yearly financial accounting. These three operational risks are broadly described below. 2 Current Risk Management Process Since the nature of the risks is dynamic, Wal-Mart has always come up with the appropriate approach to identify, respond, monitor and mitigate or contro l the three forms of risks highlighted in the foregoing. Through efficient management procedure and principles, Wal-Mart has been able to keep its operational risks under control—some of the approaches utilized by the organization is described as follows: (i) Human Resource Management Risk:-Wal-Mart faces many risks arising from its sometimes inefficient human resources management. A few of human resources problems that have threatened Wal-Mart’s brand in recent years is the odd practice of treating women unequally with their male counterparts, subtle racial discrimination and also the policy of refusing jobs or promotion to employees that have on-the-job life-threatening injury (Spedding and Rose, 2007). This problem has caused the organization millions of dollars in legal damages over the years. As a result of this, Wal-Mart has implemented an effective approach to handle this brand-destroying risk. (ii) Procurement risk:- Wal-Mart also confronts incessant procuremen t risk like every other chain store that receive supplies from different kinds of suppliers. There are risks associated with the sources and quality of the supplies that are sold to customers. Are they from legal or counterfeit sources? Have the suppliers utilized illegal labor (like in China) to produce the goods? Are the 3 goods of highest quality consumable by people in other countries? Are there any standards that are laid down to encourage suppliers to think about consumers’ delight rather than insane profitability? (McCullough et al., 2008). (iii) Accounting Risk:- Chain stores always experience huge risk in computing all their financial transactions that would be presented in their yearly annual reports due to human errors, market forces and the improper utilization of accounting software. This problem has been recognized as a serious risk an organization must make efforts to mitigate (Chorafas, 2007). Other causes of financial risk include but not restricted to unstab le exchange rates (especially for a multinational), volatility in the financial markets, and accounting risks sparked by business risk (Chorafas, 2007). The flowchart below explains how Wal-Mart typically handles the three risks described above. Flowchart: Risk identification, response, monitoring, and control. (a) Identification: Risk managers or officers are distributed to each department to discover any claims of racial or gender inequality among Wal-Mart

The Bound between Corruption and Guanxi in the Chinese Society Coursework

The Bound between Corruption and Guanxi in the Chinese Society - Coursework Example The current state of literature provides an insight into what Guanxi is and how it works. Understanding the meaning of Guanxi is of vital importance for everyone who seeks to look deeper into the significance of corruption in the Chinese business system. Surprisingly or not, different authors provide different meanings of the term Guanxi. However, these differences are natural and even anticipated, given the complexity of the Guanxi concept and the multitude of meanings which it comprises. According to Chatterjee, Pearson, and Nie, the Chinese definition of Guanxi is hard to translate in one phrase – countless meanings are included in it, and it is fairly considered as one of the most impactful phrases in Chinese business contexts. However, it is possible to say that Guanxi can be roughly divided into the three basic groups of meanings: first, Guanxi presupposes the development of a relationship between people with a similar status; second, relevant and continuous connections between people; and third, contacts with people with little or no direct interactions. For the Chinese people, Guanxi exemplifies a type of special relationships in which one person needs something and another person has something to give. Guanxi is a highly dynamic form of relations between business people in China. Furthermore, even if a person who has resources and opportunities to solve a problem enters a Guanxi relationship, he (she) is not obliged to solve such a problem or respond to another individual’s request. Third, Guanxi is not a continuous phenomenon but emerges only the moment a person needs another person to do something important or solve some problem. Finally, Guanxi is almost always a sequence of previously planned activities aimed to resolve a business or personal issue. Here, western managers and people come to view Guanxi as a form of corruption, as long as such activities and relations may range from a simple meal together to giving gifts or doing favors. Â  However, whether Guanxi can be considered as a form of corruption remains a difficult question.

The Impact of Technology on the Retail Marketing Essay

The Impact of Technology on the Retail Marketing - Essay Example Knowing these trends will allow retailers to incorporate necessary changes including technology development and incorporation in their business, increasing communication with customers for loyalty card development and other measures, and allow them to be proactive rather than reactivity (Javadi et al., 2012, 89). The trend that has had a major effect on the retail industry is technological development (Verhoef et al., 2009, 30). The implications for retail strategy are the needs to augment the technology in the retail environment include the incorporation of technology in the retail environment to suit the needs of the consumers and ensure sales are made within a short duration (Vel, 2010, 210). Technology development has increased interaction in-store environments through the realization by retailers that to maintain clients they had to ensure a lively, engaging, and interactive. Interaction in stores has been augmented using smartphones and tablets that aid in product demonstrations, payment, encouraging sharing in social media, and provision of extra information (Ellis-Chadwick, 2007, p.7). Payments are processed in any part of the store in major retail outlets using phones, smartphones, and tablets allowing for shortening of lines and augmenting client satisfaction. Interaction in stores has also been implemented using a large interactive display that engages the consumer, with the feedback being that the experience to the consumer is engaging, interactive and powerful. Interaction has also been augmented through allowing consumers to browse using the mobile devices in the stores to get further information and increase their involvement (Swinyard, 1997, 248).

Applicability of Multiculturalism or Melting Pot Theory Essay

Applicability of Multiculturalism or Melting Pot Theory - Essay Example As such, he identifies himself more with Chinese cultural orientation than that of being either a Mexican or an America. The concept of culture has evolved through time. It was initially viewed as an intriguing complex sociological framework since it reflects the elaborate interaction of values, attitudes, perceptions and behavior displayed by a particular society. Eventually, culture emerged as a more multifarious and dynamic view that encompasses theories of diversity and multiculturalism. In the United States, a land of opportunities, sociologists and experts in cultural theories have separate contentions regarding applying the concept of multiculturalism or respecting the retention of distinct and diverse cultures. I hereby believe that multiculturalism is more beneficial for America rather than merging cultures exemplified in the melting pot theory. The concept of multiculturalism has existed for a long time as manifested by people who migrated to the U.S. and share more than one cultural orientations (Wong; Chavez; Saleem). Its historical existence is proof that multiculturalism in the United States is beneficial; otherwise, regulations would have been enacted to curtail this. According to Linda Chavez in her discourse entitled â€Å"Demystifying Multiculturalism†, â€Å"multiculturalism is not a grassroots movement. It was created, nurtured, and expanded through government policy. Without the expenditure of vast sums of public money, it would wither away and die† (113). Chavez asserted that multiculturalism has long been practiced and validly supported by policy makers through encouraging people from different cultures to migrate. (My professor said this quote was used incorrectly, which means, this quote doesn’t fit in this paragraph.)Immigration policies in the United States have monitored and restric ted the number of people from different races who opt to reside in the country. There are regulations that assist in providing a balance in cultural forces that are seen to be beneficial in terms of contributions to economic, social, technological, and political growth. Chavez has asserted that multiculturalism encouraged educational institutions to focus on â€Å"bilingual education and other multicultural services† (2). Therefore, there are forces that spur economic activities driven by the increasing number of people from various cultures. Multiculturalism is also more beneficial in terms of contributing to diversity. In contrast to the melting pot theory, through multiculturalism, traditional values and norms are preserved. From the video entitled The Great American Melting Pot, the Statue of Liberty was shown to hold a book of recipes that show the melting pot to be comprised of people from diverse nationalities. However, the video does not clearly indicate that these pe ople lose their cultural identities in the process (Schoolhouse Rock). Chavez indicated that â€Å"a whole new industry of "diversity professionals" has emerged to help managers cope with the expected deluge of non-white workers† (1). Multiculturalism has created a demand for professionals to focus on training people to realize the benefits of employing diverse people in their workforce. Likewise, diversity has opened potentials for accommodating traditional values and learning to adapt to new ones. Tahir expressed her preference to practice the way of life in America, she still respected the tradition of pre-arranged marriage; where her parents would solicit potential suitors according to a predefined qualification. The suitors with most preferred qualifications would eventually be streamlined and would be the basis of selecting the favored husband. Likewise, Wong allegedly

Patrilineal Descent and Postmarital Residence among the Yanomamo Essay

Patrilineal Descent and Postmarital Residence among the Yanomamo Village Growth and Division - Essay Example The Yanomamo people of Central Brazil are one of the oldest examples of the classic pre-Columbian forest footmen. The Yanomami comprise a society of hunter-agriculturists of the tropical rainforest of Northern Amazonia, whose contact with non-indigenous society over the most part of their territory has been relatively recent. Their territory covers an area of approximately 192,000 km2, located on both sides of the border between Brazil and Venezuela, in the Orinoco-Amazon interfluvial region. They communicate in various dialects but have No written language. The total population of the Yanomami in Brazil and Venezuela is today estimated to be around 26,000 people. The Yanomamo exist in small bands or tribes and reside in round communal huts. The Yanomami local groups are generally made up of a multifamily house in the shape of a cone or truncated cone called yano or xapono, which are actually made up of individual living quarters or by villages composed of rectangular-type houses .Each collective house or village considers itself an autonomous economic and political entity (kami theri yamaki, 'we co-residents') . The village is the basic sociopolitical unit and is occupied by several extended families, composed of nuclear family households. The founding nucleus of such a village consists of two intermarried pairs of brothers, their sisters or wives and their descendants. The two resulting lineages exchange their women, thus creating a number of affinal alliances. As additional lineage groups join the village community and intermarry with members of the original lineage, political pressures and internal factionalism frequently lead to the spli tting apart of the village and the establishment of a completely new community. These small tribes hold their men in high ranks. Chiefs are always men who are held responsible for the general knowledge and safety of the group's women. The males are permitted to beat their wives if they feel the need to and can marry more than one woman at a time. This loose form of polygamy is a way of increasing the population of the tribe.Each village has its own headman (pata), and one pata is usually more influential than the others. Migliazza (1972: 415) claims that the position of chief or headman is not really inherited, but is dependent on the chief having many living agnatic relatives and the ability to assert himself among them. There is some indication, however, that the office was once inherited patrilineally from father to son or from elder brother to younger brother. During times of war, a man with experience in combat was often chosen to act as war chief, an office which was not hereditary and which became inactive when hostilities ceased. Marriage among the Yanoa ma serves to bind non-agnatically related groups of males to one another in a system of exchanges involving goods, services, and the promise of a reciprocal exchange of women at a later date. All Yanoama groups, as well as their Carib neighbors, have bifurcate Merging kinship terminology for the first ascending generation, accompanied by Iroquoian cousin terminology. Patrilineal descent and agnatic relationships are considered more important than matrilineal relatives. Clans and moieties have apparently never existed among the Yanoama, but lineages have been mentioned by Chagnon (1971). In his analysis of the kinship system, Chagnon affords a central place to the local descent group-basically a lineage segment, consisting

The Revenue Essay Example for Free

The Revenue Essay Since Gavin was, a successful pharmacist and Stanley had in site on a great discovery this could be something great. They set up a small laboratory on the balcony of Mr. Herberts drugstore in Los Angeles to make the solution, which they named ALLERGAN ® Nasal Drops. Allergan has become a company not just for eyes but they also have patents for conditions, such as cervical, medical dermatology (Allergan Inc. , 2012) THE SUCCESS OF ALLERGAN 3 Assess how globalization and technology changes have impacted the corporation you researched. With approximately 10,500 employees and a presence in more than 100 countries, we work hard to make sure our products reach the people who need and want them worldwide. (Allergan 2012). Allergan has branched out into other treatments besides the eye care of dry eye, glaucoma, and other eye conditions. Now they treat cervical dystonia, which is breast asester blepharospasm, strabismus, upper limp spasticity, and facials. They also specialize in medical dermatology such as acne, psoriasis, severe primary axillary, hyperhidrosis, inadequately managed with urocogics and over active bladder and urinary incontinence. With Allergan having, a diverse approached helped how globalization and technology has impacted the company, based on their patent products that helps people live better and feel better. When needs are not meet they make sure they go beyond what is expected of them to keep up with the technology of the different products. Allergan has a partnership with the medical community. Having these partnerships helps the company come up with their own thoughts and insight of customer satisfaction by improving their product based their customer’s outcome. They provide customers with the tools and education needed to keep them updated on the latest information so the customer can informed their doctor of any decisions they make. (Allergan 2012) SUCCESS OF ALLERGON 4 Apply the industrial organization model and the resource-based model to determine how your corporation could earn above-average returns. According to Strategic Management 10th edition, 2013 above average returns were earned when firms are able to effectively study the external environment as the foundation of identifying an attractive industry. Hebert’s friend Stanley Bly sought to implement a strategy to reduce competitive rivalry and form a joint venture. Joint ventures increase profitability in this company. As stated below based on the 2012 annual report sales is expected to increase in the future and helps the company earn an above average return. For the full year of 2012, Allergan expects total product net sales between $5,650 million and $5,800 million. Total specialty pharmaceuticals net sales between $4,740 million and $4,850 million. Total medical devices net sales between $910 million and $950 million. ALPHAGAN ® franchise product net sales between $420 million and $440 million. LUMIGAN ® franchise product net sales between $620 million and $640 million. Restasis product net sales were between $750 million and $780 million. Botox product net sales were between $1,760 million and $1,800 million. Latisse product net sale were at approximately $100 million. Breast aesthetics product net was between $360 million and $380 million. Obesity intervention product net sales were at approximately $170 million. Facial aesthetics product net sales were between $380 million and $400 million. Non-GAAP cost of sales to product net sales ratio at approximately 14%. Non-GAAP was other revenue at approximately $90 million. Non-GAAP selling, general and administrative expenses to product net sales ratio at approximately 39%. Non-GAAP research and development expenses to product net sales ratio at approximately 16%. SUCCESS OF ALLERGAN 5 Non-GAAP amortization of acquired intangible assets was at approximately $25 million. This expectation excludes the amortization of certain acquired intangible assets associated with business combinations, asset purchases and product licenses. Non-GAAP diluted earnings per share attributable to stockholders between $4. 15 and $4. 19. Diluted shares were outstanding at approximately 308 million. Effective tax rate on non-GAAP earnings were at approximately 28%. For the third quarter of 2012, Allergan expects total product net sales between $1,370 million and $1,445 million. Non-GAAP diluted earnings per share attributable to stockholders between $1. 02 and $1. 04. (Allergan Report Second Quarter 2012) Allergans executive team comes together to collaborate by understanding and meeting the needs of patients. The team accommodates the needs of the patients that are not meet. â€Å"When fiscal, social and corporate responsibility, and listening to employees we share a unified vision of what it means to bring the best of medicine to life. We actualize this vision through the execution of our strategic objectives as a company, and consider it realized when innovative ideas are translated into products that make life better†. (Allergan 2012) SUCCESS OF ALLERGAN 6 Assess how the vision statement and mission statement of the corporation influence its overall success. The vision of this company is to meet with the medical specialists to find out needs that were not meet and to make a commitment to patience. They strategize their objective as a company and try to come up with new ideas that make their products better for their patients. â€Å"In partnership with the medical community, we bring to bear scientific excellence and rigor to deliver leading products that improve patient outcomes Customer Focus Every action we take is with an eye on the â€Å"Three P’s†: The patients who benefit from our products, the physicians who trust our products and the payers who recognize the value of our products. Impact We make an impact – going the extra distance to get the very best results, applying the highest standards to all that we do. People + Passion We succeed primarily through our people, whose talent brings quality to our work and whose passion brings commitment – not just from processes and structures alone. Collaboration We are committed to sharing our knowledge and collaborating as a team to reach common goals. We promote and encourage different personal and cultural perspectives that drive new thinking. Innovation We are uncomfortable with the status quo. We adapt, we improve, we have the courage to thoughtfully take risks as a team and seize new opportunities – for the company and ourselves. Integrity We get results the right way, without cutting corners. We are transparent, clear and respectful in our dealings with customers, co-workers and partners† (Allergan 2012) SUCCESS OF ALLERGAN 7 Evaluate how each category of stakeholder impact the overall success of this corporation. Stakeholders â€Å"Today, we have approximately 10,500 highly dedicated and talented employees, global marketing and sales capabilities. With a presence in more than 100 countries, a rich and ever-evolving portfolio of pharmaceuticals, biologics, medical devices and over-the-counter consumer products, and state-of-the-art resources in Ramp;D, manufacturing and safety surveillance that help millions of patients see more clearly, move more freely and express themselves more fully. (The World of Allergan) Allergan capital market shareholders have major suppliers like Bank of America, Merril Lynch, and Wells Fargo. The product market stakeholders are the customers that Allergan meets the needs of when others cannot meet it. Their supplies are Ramp;D who staffing demands has grown since being outside the US has grown by 20 percent in the last couple of years. Based off the company wanting the best product for the best prices for the good and services they provide. This also keeps the customer and the stakeholder happy. Organizational Stakeholders; they also support local market development by temporarily having their employees in start-up markets and soon move to a more advanced one. The executive leadership committees reward their employees with a Hidden Gem Award, quarterly. This award program recognizes and rewards employees who embody Allergans spirit of innovation and serve as an example and inspiration to their fellow colleagues†. They also reward those who are contributing to the business. (Allergan 2012) SUCCESS OF ALLERGON 8 Reference (2009). Allergan Inc. Innovative Sourcing for an Innovative Company, Clarkson Consulting. www. allerganviews. co Pyott, David. (2012) Allergan Performance Re port

The Global Rubber Tire Industry

The Global Rubber Tire Industry Strategic Leadership is defined as the ability to shape the organisations decisions and deliver high value over time, not only personally but also by inspiring and managing others in the organisation. (Lynch, 2009). The focus of strategic leadership is sustainable competitive advantage, or the enduring success of the organization. (Hughes Beatty, 2005) Key components of Strategic Leadership: How to lead so that others will follow. How to shape culture. How to structure and influence decision making. (Lynch, 2009) In view of the above definitions and key characterisitcs, strategic leadership in the Global Rubber Tire Industry in general and Continental AG in particular is seen as the ability of a corporate leader to build long term value for the stakeholders of an organisation. In the context of Continental AG, Dr. Hubert von Grunberg displays Strategic Leadership by first acknowledging the fact that all was not well at Continental. Aginst the backdrop of rising sales, profits were falling, to the point of a loos in 1991. The drive to increase sales and maintain a position in the Global Market using aggressive pricing was detrimental to the immediate and long term well being of Continental. This was swiftly followed by a Clear 10 point recovery plan announced in December 1991, the direction was clearly set for the turn around through encouragement of Entreprenuership and strategic alliances, and a goal of ensuring profitabilty in 1992. The next step in the turn around was the identification of the individual business units and making each unit responsible for profitability. In this process, no preson or process was considered immune to review, and the subsequent restructuring of the Organisation from a Task oriented sturcture in 1991 through to a Market oriented structure in 2001 further depicts strategic leadership. Entrepreneurship is a way of thinking, reasoning and acting that focuses on the identification and exploitation of opportunities from a broad general perspective typically driven by the leadership of individuals or small groups. (Lynch, 2009) Corporate Entrepreneurship is often called Intrapreneurship and is defined as Entrepreneurs can be found starting organizations, running organizations and working in organizations as employees. In the latter case they are typically called intrapreneurs, i.e. internal entrepreneurs. (Thompson Martin, 2005) The key consideration is the identification and utilisation of opportunities for profit. Given the case study, Entrepreneurship is embedded at the core of the recovery plan of Continental AG. The case study goes on to state that the Tire as a product had largely expended innovative capacity. Inspite of this the dedicated focus on technological leadership is an important Entrepreneurial component. The first instance is the key belief of Dr. von Grunberg that Complete sytems will be the dominant supplier to the Automobile Industry in the short and medium term. The establishment of Automotive systems as division to develop these integrated sytems pre-empted the possible relegation of Continental as a secondary supplier had it remained a pure Tire manufacturer. The identification of Rubber lifting belts as an alternative product also shows high entreprenuerial capacity, as Continental was already a Global leader in the Tire industry whose primary input is Rubber. This opportunity and subsequent alliance with Otis, a global leader in the elevator industry resulted in substantila supply contracts. Given the illustrations above, it is evident that all Entrepreneurs are Strategic Leaders, but the same cannot be said for the reversal, ie. All Startegic Leaders are not necessarily Entrepreneurs. 1.2 Critical evaluation of Continentals Agenda for Strategic Change at the beginning of the 1990s. Strategic change concerns changes which take place over time to the strategies and objectives of the organization. Change can be gradual or evolutionary or more dramatic, even revolutionary. (Thompson Martin, 2005) Lynch argues that it is important to distinguish Strategic Change form Organisational Change (Lynch, 2009). Organisational change inevitably happens in the course of the daily operations of an organisation whereas Strategic Change is a planned and excuted set of events and actions which move an organisation in the direction of achieving its clearly defined objectives. This involves substantive changes beyond normal routines and the induction of new patterns of action, belief and attitudes. (Schein, 1990) Tichy identifies four main causes of Strategic change, namely Environment; Business Relationships; Technology; People. (Tichy, 1983). The situation facing Continental AG in 1991 was a compound combination of all the four causes. The leading cause was the Environment as Tire market was saturated; Car Manufacturers were pushing down prices; Technology was plateaued and as a result a New Leader was appointed. The cause of the crisis can be narrowed to complacency, and irresponsiveness to Market demands. Hannagan explains that Strategic change can be incremental where the organisations underlying values and beliefs are not radically altered or transformational where a major paradigm shift occurs in the cultural assumptions. Whether it is incremental or transformational, strategic change is concerned with changes which are necessary to maintain the link between the organisation and its environment so that it remains competitive and able to meet the needs of its customers. (Hannagan, 2002). Given the scale of the down turn at Continental AG, a hybrid combination of small incremental changes and quantum leap transformational strategic changes were adopted to mark a path to recovery. The agenda for Strategic change undertaken by Continental AG can be broken down in to the sections outlined below. Change in Leadership Appointment of Dr. von Grunberg. The implementation of a turnaround strategy necessitated a change at the helm of the organisation. This resulted in the appointment of a new chairman of the Executive Board. The first step towards achieving profitability was identifying loss making units down to the smallest possible element. In this case the segregation of a number of divisions into smaller units. This is witnessed in the separation of the replacement tire business which was profitable from that of the loss making original equipment business. A further step in the turnaround strategy was the conversion of Common service functions into profit centres. Human Resource and Information Technology, which were shared services across the organisation, were eventually separated into separate commercial entities. This was a clear departure from the thinking where support functions are cost centres. Despite the conceived stagnation and exhaustion in the innovative potential of the Tire as a product, the heavy emphasis on Technological excellence, Innovation and Integration formed an additional key factor in the change strategy. The harmonisation of Research and Development in a central location and the allocation of a percentage of all revenues to RD is a manifestation of this. Entrepreneurship The conviction that Continental AG has the capacity and capability to identify opportunities in the market and take advantage of these to enhance profitability was evident in the strategic move towards moving beyond the traditional core product of Tires and into a complete systems supplier to the Automobile industry. 2.1 How Continental AG fostered Strategic Innovation to achieve growth in productivity from 1991 to 1999 in view of Porters Value Chain A systematic way of examining all the activities a firm performs and how they interact is necessary for analyzing the sources of competitive advantage. In this chapter, I introduce the value chain as the basic tool for doing so. (Porter, 1985) Every firm is a collection of activities that are performed to design, produce, market, deliver, and support its product. Value Chain as defined by Porter (1985) comprises of 5 Primary activities, namely Inbound Logistics, Operations, Outbound Logistics, Marketing Sales and Service. In addition a Porters Value chain has 4 Support Activities i.e. Firm Infrastructure, HRM, Technology Development and Procurement. (Porter, 1985) Continental AG achieved growth in productivity by fostering strategic innovation in a number of its value chain activities. These are briefly enumerated below. The reorganisation of Continental AGs Infrastructure by means of Decentralisation of its Bureaucracy and restructuring the organisation from a task oriented structure into a market oriented one. The creation of Business Unit Value chains for Passenger Tires and Commercial Tires, consequently merging Manufacturing and Marketing of each and giving each unit Individual profit responsibility. The conversion of Support activities of Information Technology and Human Resource into individual Business Unit Value Chains and subsequently independent business entities. Revisiting and improving procurement of important inputs, steel cord being a key example. The resulting savings in costs greatly enhanced profitability. This required expansion of the procurement process to ensure quality, and thus displays the advantage of creating a linkage between the value chain of Continental and its supplier. Remarketing and positioning of competing acquired brands into complementary positions based on quality and application. This is seen by placing Continental as a premium brand and Barum as budget, similarly marketing Uniroyal as the rain tire and Semperit as the winter tire. Development of Technology, and when necessary acquiring another Company (Teves) to focus on Automotive Systems competency as opposed to manufacture of Tires only. This enabled Continental AG to create competitive advantage through differentiation. The development of a Modular Manufacturing Plant where the base model of tires is mass manufactured, but allowing for some customisation and diversity is evidence of Innovative operations. 2.2 Comparison of Corporate Governance and Corporate Social Responsibility practices of Continental AG with those of Goodyear Tire and Rubber Company Corporate Governance is defined as the responsibility of a firms board of directors. The directors have a fiduciary duty to the shareholders, who are the corporations owners. (Sompayrac, 2006) Corporate social responsibility (CSR) can be defined as the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time. (Carroll Buchholtz, 2003) In line with the above definitions, Corporate Governance focuses on the efficient and prudent execution of Organisations responsibility to its shareholders as its legal owners, whereas Corporate Social Responsibility concentrates on the Organisations responsibility to all its stakeholders, of whom the owners are a section. The stakeholders will include shareholders, employees, customers, suppliers, government, society at large and the Environment. As elaborated in the Corporate Governance Section of Continentals annual report for 2009 (Continental Corporation, 2010), the Supervisory Board and Executive Board are equally responsible for the governance of the company. The Supervisory Board comprises of twenty members, half of whom represent shareholders and half elected as Employee representatives. The Supervisory Board advises and supervises the Executive Board, oversees the strategic implementation of policies, approves decisions of material importance and appoints the Executive Board through and with the consent of the Annual General Meeting of Shareholders. The Chairman of the Executive Board serves as the Chief Executive Officer of the Company The Goodyear Tire and Rubber Company Corporate governance guidelines provide for a Board of Directors comprising of nine to twelve members elected at the Annual General Meeting of Shareholders of the Company. The Chairman of the Board at Goodyear may, but need not be, the Chief Executive Officer of the Company. (The Goodyear Tire and Rubber Company) Prominent similarities in the Governance models of Continental and Goodyear are the functions of Audit, Compensation and Remuneration, Appointment and Governance are vested in the Supervisory and Executive Board at Continental and in the Board of Directors at Goodyear. Both Companies have prudent guidelines regulating the conduct of the members who serve on these boards. The key differences observed between Corporate Governance at Continental and Goodyear are twofold. First, the bicameral structure at Continental, where the Supervisory Board acts in an Advisory Capacity to the Executive Board. A single governance structure exists at Continental. Whereas a two level governance structure provides additional guidance, supervision and prudence, it also adds an additional layer of bureaucracy and associated bottlenecks and costs to the organisation. The second difference observed between the Governance structures is the presence of elected representation of the Employees in the Supervisory Board, in a number equal to those of the Shareholders representatives. This presence ensures the involvement of Employees representation in material decisions of the Company, and consequently offers better protection of the Human Resource employed at Continental AG. The Corporate Social Responsibility activities of Continental AG are summarised in the Companys Annual Report for the Financial Year 2009 (Continental Corporation, 2010)accessed on the companys website. The principal focus of the Corporate Responsibility Report is activities revolving around non-shareholding stakeholders. The Key areas of focus are Employees, Environment and Acting Responsibly. Complementing the Annual Report, whose primary target is shareholders, is the BASICS of Continental AG. These driving principles have evolved very little from their formulation as described in the case study to date as available on Continentals corporate website. The BASICS cover the relationships of Continental with Customers, Suppliers, Employees, Partners and Shareholders. This vision defining document has a more holistic approach towards CSR by encompassing the expectations of all stakeholders. Goodyear Tire and Rubber Company, in contrast to Continental, does not report its Corporate Social Responsibility activities in its Annual Report to Shareholders, but publishes a separate Report for CSR (The Goodyear Tire Rubber Company, 2009), as available on the companys website. This Report outlines four stakeholders namely, Consumers, Associates, Environment and Communities. Both companies give a high level of importance to Employee training and development through various initiatives, and the creation of a safe working environment with almost zero injuries. Equal emphasis is directed to customer focus in the Continental BASICS (Continental Corporation, 2010)and the Goodyear CSR report (The Goodyear Tire Rubber Company, 2009). With regards to Environmental protection, both Continental and Goodyear have comprehensive policies for sustainable and responsible behaviour. Continental reports on its Carbon Management activities in its annual report giving detailed information of its efforts to contain its Environmental impact. Goodyear reports its Environmental Impact in the CSR Report and highlights its Energy and Water Efficiency in its Manufacturing processes. In addition Goodyear emphasises the Environmental friendliness of its products by focusing on fuel efficient tires and its prototype tire manufactured from renewable biomass. It is also observed that Goodyear has a more focused Community Engagement Policy in the areas that it operates. This includes visible support of charities through its aerial blimp, support for education, disaster relief and road safety campaigns. Whereas at Continental this facet is not very prominent and is limited to its Formula Student and Ambassador training and education programs. Effectiveness of Functional, Organisational and Corporate structures in unleashing Managers Entrepreneurial Energy. The Functional structure in place at Continental AG in 1991 is explained in the case study and displayed in the illustration below. Functional Structure of Continental AG in 1991 Distelzweig, 2006 argues that the functional structure as was in place in 1991 has distinct advantages and disadvantages. The advantages noted in this structure are efficiency and skill development, and the disadvantages being the creation of a narrow departmental focus at the cost larger organisational goals, and the challenge of coordinating geographically dispersed locations under the same function. This structure took a considerable toll on management time and resources in overseeing day to day operational activities as elaborated by Bartlett and Ghoshal (1995). Given the scenario at Continental, this structure was largely focused on tasks and control, with individual units having minimum autonomy. Such a situation of top-down control resulted in discouraging the development and cultivation of Entrepreneurship in Continental. Organisational structure of tire operations in 1992 The metamorphosis of Continental AG from functional departmentalisation as described above to an Organisational model (also referred to as Divisional or Multidivisional model) was initiated by Dr von Grunberg as he took the lead role as chairman of the Executive Board. The earliest transformation noted in the case study is the realignment of the Production and Marketing sections of Tyres, into Passenger and Commercial Tires. This reassignment along the lines of Product Division allowed mangers to take responsibility for their respective Product and consequently Market segment. This structure evidences visible improvements over the functional structure as elaborated by Distelzweig (2006) in offering the divisional managers autonomy for their unit but may create some duplication of efforts if key functional tasks defined above. Bartlett Ghoshal, 1995 discuss that this structure freed up time and resources of senior managers to engage in strategic activities, but argue that this structure was unable to generate and nurture new business opportunities internally. As each division in the organisation became individually responsible for its revenue stream and profitability, new ventures were seen as unjustifiable capital and human resource costs, thus discouraged. Thus, necessitating growth through expansion and acquisition. This structure is seen to encourage a limited level of Entrepreneurship among unit managers, but given the cost justification argued above still limits the extent to which this energy can be unleashed. Corporate structure of Continental AG in2001 At the turn of the century as Dr von Grunberg was handing over the reins of Continental AG the structure at the Company had evolved to the corporate model described in the case study and pictured below. This model was meant to maximise the utilisation of Entrepreneurial talent and energy in the company and drive it through continued profitability, which had been achieved through an impressive turn around in the last decade. Bartlett and Ghoshal (1995) recommend that for a company to sustain its growth in the current times, an emergent management approach is required. This approach is comprised of a three coordinated core processes, namely Entrepreneurial, Integration and Renewal Processes. The Corporate structure at Continental AG is in alignment with this model. The Entrepreneurial Process is visible in the revised structure by giving each business unit sufficient autonomy and creative space to identify and exploit opportunities. The creation of a Strategic Technology unit is a key factor in the integration Process and enables diverse business units to collaborate towards making Continental a trendsetter in the automotive Industry. The Renewal Process comprising of rationalisation and revitalisation aspects, where mind sets and ingrained cultures are challenged are evidences in the departure for a hypercaution towards a willingness to take risks in business. In conclusion, Schuler (1986) states that successful Corporate Entrepreneurship involves two importan factors, organisational structure and human resources. Human resources foster and facilitate innovation and entrepreneurship and to sustain this requires flexible organisational structures and policies. This has been continuously improved and optimally enabled in the evolution of the structure through functional, organisational and finally the corporate structure at Continental AG. 3.2 Evaluating the effectiveness of Dr. Stephan Kessels leadership skills. Thompson and Martin (2005) explain that the qualities and skills of an effective leader are broadly classified in three categories, Drive, Judgement and Influence. Drive combines motivation, ambition and ability. Judgement includes decision making, opportunity spotting, problem framing and analytical skills. Influence encompasses the effect on peoples behaviours, networks and contacts. In addition to the above categories, De Vries (1996) discusses that leaders require architectural and charismatic skills to enable them be effective in their organisations. Dr. Kessel was appointed to head the then loss making Original Equipment unit of passenger tires in 1995, and responsible for the return to profitability of this unit. He was later to run the Commercial tire unit form 1997 and was appointed to the Executive Board. He was appointed Chairman of the Executive Board in June 1999 and relinquished his position in September 2001. (Continental Corporation, 2001) The meteoric career, but short stint at the helm of the organisation as viewed through the lens of the above considerations may be evaluated as a mixed bag of success and disappointments. Assessing the Drive of Dr. Kessel, it is found that his ambition and ability are reasonably successful with his leading the Original Equipment passenger tire division to profitability and his subsequent success at the Commercial tire division, coupled with his tenure on the Executive Board. Murphy (2001) also opines that his acquisition plans may be termed as too ambitious, thus being a damper on his leadership. In evaluating his Judgment skills, Dr. Kessels decision making and opportunity skills are an accomplishment in the earlier tenure of his leadership. His commitment to continue on the path of Innovation set by his predecessor Dr. von Grunberg and cultivating Entrepreneurship in the management of Continental AG are visible landmarks. However, his subsequent decision (not covered in the case study) to sell off the Conti Tech division, which was unsuccessful and contributed his departure from Continental may be viewed as a let-down. (Murphy, 2001) Dr. Kessels departure as announced on the Continental Website on 11th September 2009 was explained as: Meeting today, the Supervisory Board of Continental AG, Hanover, appointed Manfred Wennemer (53) Chairman of the Executive Board. Wennemer replaces Dr. Stephan Kessel (47), who immediately relinquishes his seat on the Executive Board over differences concerning the strategic orientation of the corporation. Kessel is departing from the company on very amicable terms. (Continental Corporation, 2001) The specific mention of differences in strategic orientation, while partly reflecting on the Judgement criteria, can be viewed as failure to Influence the Supervisory and Boards to align themselves with his strategic direction. This was an irreconcilable difference and leaves the Influence portion of Dr. Kessels leadership largely wanting. A Tire Industry publication (Tyre Industry Publications Ltd, 2001)also elaborates the growing differences of opinion between Dr. Kessel and his predecessor, Dr. von Grunberg, who at that point in time was Chairman of the Supervisory Board (which is mandated to appoint and replace Executive Board Members). This may also be measured as a shortfall in the Influencing ability of Dr. Kessel. In conclusion, using De Vries (1196) criterion it may be summarised that Dr. Kessel was considerably successful in his Architectural role in designing and running profitable units and the Organisation as a whole, his Charismatic role and ability fell short of what was required at Continental AG in 2001.

Defining The Processes Of Emergent Strategy Development Commerce Essay

Defining The Processes Of Emergent Strategy Development Commerce Essay Emergent strategy comes about through everyday routines, activities and processes in organizations (Johnson, et. al. 2005, Pp 408). It occurs by chance or happens within the organization without any long term planning. There are four organizational processes of emergent strategy development: Logical Incrementalism Resource allocation routines Cultural processes Organizational politics Logical Incrementalism The development of strategy by experimentation and learning from partial commitments rather than through global formulations of total strategies (Quinn and Voyer, 2003. Pp 408) Key features of logical incremental approach are Managers have a general view rather than specific view of future direction Develop strong, flexible core business and experiment with side bet ventures Top managers utilize mix of formal/informal social and political to pull together emerging pattern of strategies. Resource allocation routines strategies emerge through formalized routines and systems of the organization (Johnson, et. al. 2005, Pp 411). Key features of resource allocation routines approach are Day to day decision making about resource allocation across businesses Decisions may be made at a lower level than conventionally thought to be strategic Managers proposals competing for funds Collective effects of such decisions guide the strategy. Cultural Processes Incremental strategy development can be explained as the outcome of the influence of organization culture (Johnson, et. al. 2005, Pp 416). Key features are Self-reinforcing model Over time may result in strategic drift The model and the way we do things around here mean that managers try to minimize haziness/ambiguity by defining situation as something familiar. Organizational politics Political view of strategy development is that strategies develop as the outcome of processes of bargaining and negotiation among powerful internal or external interest groups or stakeholders (Johnson, et. al. 2005, Pp 414). Negative influence Powerful individuals may influence identification of key issues and strategies selected Obstructs analysis and rational thinking Results in emergent or incremental patterns of strategic development Emphasis or de-emphasis of data can be source of power Positive influence Champions will support new ideas. Political conflict and tensions may produce new ideas Emergent Strategy The case of Honda: In 1959, Honda Motor Corporation decided to enter the United States motorcycle market. They established the US operations in Los Angeles. The main aim of the Honda was to focus on selling 250cc and 350cc rather than the 50-cc Honda Cubs, which were a big hit in Japan. They think that the Honda 50cc Cubs were not suitable for the US market because in US everything was bigger and more luxurious. The sales of 250cc and 350cc bikes were slow because the bikes themselves were overwhelmed by mechanical problems and the Honda strategy was going to fail (Hill and Jones, 2009, Pp 25). The Honda officials were decided to sell the 50cc bikes to a broad market of Americans. Honda had also found an experimental channel of distribution, general retailers rather than specific motorbike stores. By 1964, nearly one out of two motorcycles sold in the US was a Honda (Hill and Jones, 2009, Pp 25). In this case, the companys carefully planned intended strategy but it was a failure. What ultimately worked was the emergent strategy. Using the website of a large organisation find its organisational chart. Explain why the organisation is structured in the way illustrated? Organizational structure clearly defines reporting relationships, decision-making authority and the physical location of employees from various departments. Organizational Structure Xerox: Source: (Xerox, 2011) Xerox Corporation is a technology and service company. Xerox Corporation is using the worldwide geographic area structure to support its multidomestic strategy. Geographical organizational structure group representatives from each functional department into units formed to serve a specific market or region. A divisional structure by geographic area is appropriate for this firm because the strategies need to be tailored to fit the particular needs and characteristics of customers in different geographic areas. David (2009) says that a divisional structure by geographic area allows local participation in decision making and improved coordination within a region. Xerox Corporation emphasizes product innovation to best serve customers needs and process innovations to simultaneously improve quality and reduce its production costs. Xerox is using multidomestic strategy to serve customers in its three primary markets like production, networked offices from small to large and value added services. The main reason for using this strategy is so the firm can apply its service capabilities to solve unique problems of customers in different geographic locations. Global Services, North America, Europe and Developing Markets Operations are the four business groups that make up Xeroxs organizational structure. Xerox relies on the match between its international strategy and structure of the organization as a key driver of profitable growth (Hitt, et. al., 2009, Pp 325). The main potential advantages for Xerox of having Geographical structure are: Customers can feel more at ease when speaking with local representatives who fully understand their language Customer support representatives will also have greater access to representatives from other functions Tracking the performance of individual markets and work groups is simplified under this structure Explain the four tenets of organizational learning? The learning organization is capable of continual regeneration from the variety of knowledge, experience and skills of individuals within a culture which encourages mutual questioning and challenge around a shared purpose or vision (Johnson, et. al. 2005, Pp 421). Tenets of Organizational Learning: Managers facilitate rather than direct Managers need the skills to facilitate and direct at the same time. Managers should be able to take correct decisions after consulting his team and getting useful ideas and feedback from the employees. This process would not only help the manager to identify problems and opportunities but would also help employees to be motivated and led towards the organizational goals. Leadership in a learning organization means involving employees in decision making. Information flows and relationships are lateral as well as vertical Instead of processing information through the existing hierarchical channels; the organization can establish vertical information systems. In this case, the information flow for a specific task (or set of tasks) is routed in accordance to the applied business logic, rather than the hierarchical organization. Following the lateral relations concept, it also becomes possible to employ an organizational form that is different from the simple hierarchical information. Lateral decision processes are established that cut across functional organizational units. The aim is to apply a system of decision subsidiary, i.e. to move decision power to the process, instead of moving information from the process into the hierarchy for decision-making. Organizations are pluralistic Every organization should entertain fresh and contradictory ideas to emerge which would then become the basis of debate and finally give rise to new strategies. Experimentation is the norm An important if not essential part of a learning organization is its ability to create new knowledge and to use it to capitalize on new opportunities open to the organization. This requires questioning the current status quo and how things are done, which allows employees to bring new ideas into the organization. Managers should also be willing to encourage individuals and teams to continuously improve the existing processes and try to evolve new strategies. Does structure follow strategy or does strategy follow structure? There are two views on the relationship between Structure and Strategy. Structure follow Strategy Strategy follow Structure The first observation put forward by Alfred Chandler (1962), was based on a study of the development of large corporations in the United States. The focus of the study was on the historical development of the businesses and the different types of organizational structure appropriate at each of the key stages of development. Chandler and Cain (1979) says that in all sides of an organizations structure, form the creation of departments and divisions to the designation of reporting relationships, and which should be made while keeping the company strategic intent in mind. He observed that the transition from one form of structure to another usually did not take place as soon as the key strategic issue changed. He suggested that although the entrepreneurs were typically very astute at strategy development and implementation, they tended to know very little about organization structure. From the research he concluded that Structure follows Strategy. The second view, Strategy follows structure is based on the idea that managers already working within a particular organizational structure will take the structure for granted and only consider strategies that will fit with the existing structure. The reason for managerial reluctance to change structure is associated with the time consuming effort involved in such a process and the fact that some managers will have vested interests in maintaining the structure as it is. According to Lynch (2006), strategy and structure are interlinked. It may not be optimal for an organization to develop its structure after it has developed its strategy. Strategy and the structure associated with it may need to develop at the same time in an experimental way: as the strategy develops, so does the structure. The organizations learn to adapt to its changing environment and to its changing resources, especially if such change is radical. If the strategy process is emergent, then the learning and experimentation involved may need a more open and less formal organization structure. Finally, an organization must achieve a fit, or congruence, between strategy and structure. Since different strategies and environments place different demands on an organization, they call for different structural responses. Give an example of an organisation where resource allocation processes (RAP) form part of strategy development? The Resource Allocation Process explanation of strategy development is that realized strategies emerge as a result of the way resources are allocated in organizations (Johnson, et. al. 2008, Pp 411). Bower and Gilbert argues that strategy is not like a software program that you install and it suddenly all works, it is a fluid process that is shaped by a range of internal and external forces (Bower and Gilbert, 2005). It is claimed that resource allocation must be viewed as something that gets in the way of implementing ideas but understood as a force that can lead a company in new and unforeseen directions. The role of resource allocation in strategy making: The case of Intel The Intel case shows clearly how resource allocation has a direct impact upon the effective strategy of a company. Intel started doing semiconductor memories; more specifically they had a dominant position in the production of DRAMs (Dynamic Random Access Memory). In 1971 an Intel engineer invented the microprocessor during a funded development project for a Japanese calculator company. Top managers must know the personal track record of the individuals who are making proposals for resource allocation, recognize the strategic issues in danger; reach down to operational managers to work across the division lines (Bower and Gilbert, 2007). Intels sales of microprocessors grew gradually in a host of small, emerging applications. In 1980s the Japanese DRAM makers intensifies their attack on the US market causing pricing levels to drop (Johnson, et. al. 2005, Pp 430). But, microprocessors consistently had the most attractive gross margins in Intels product portfolio, and the resource allocation process therefore systematically diverted manufacturing capacity away from DRAMs and into microprocessors. From this process, we can recognize the allocation of resources was guiding the company not the deliberate strategy.

Utra Violet Radiation Essay -- Environment, Purple Violet Pigment, Pho

Protection against solar UV radiations in organisms includes production of secondary metabolites such as pigments that can absorb UV and visible light. In this study, vioA gene coding for tryptophan 2-monooxygenase involved in the biosynthetic pathway of violacein-like purple violet pigment (PVP) was cloned and sequenced from an Antarctic bacterium Janthinobacterium sp. Ant5-2. A non-pigmented vioA mutant strain was obtained following mini-Tn10 transposon mutagenesis that produced a lesser amount of extrapolymeric substances (EPS) and exhibited a compromised survival to freeze-thaw cycles at 4ËšC. Survival of vioA mutant strain during exponential and stationary growth phase was significantly reduced when exposed to UVB (320 nm) and UVC (254 nm) (dose range: 0-300 J/m ²) light. Decreased viability of the mutant strain was noticed at 4ËšC upon nutrient deprivation and exposure to UV light. The pigment production was augmented in surviving cells following increased doses of both UVB and UVC. Interestingly, at higher doses i.e. 100 and 300 J/m ², pigmented wild-type strain showed better survival to harmful UVC than UVB. This could be attributed to the pigment structure, which has absorption maxima in the visible (575 nm) as well as in the UVC (270 nm) range. In conclusion, this study defines the photoprotective role of the PVP in Janthinobacterium sp. Ant5-2 against UV radiation using single gene mutation. Perhaps the photoprotective role of PVP in this bacterium is one of the key adaptive features that define their survival in Antarctic extreme conditions, especially during austral summer months. INTRODUCTION The high energy photons in solar UV radiation are considered to be the most damaging component to the biological macromolec... ...x, which is involved in quorum sensing mediated biofilm formation (Morohoshi et al., 2010). Therefore, it is likely that loss of vioA has affected the biofilm formation in Ant5-2. Moreover, colony morphology demonstrated that PVP had substantial effect on the structural organization of colony biofilms (Fig. 4). The mechanisms whereby pigment production control colony morphology and EPS production is likely to be a complex issue yet to be determined (Dietrich et al., 2008). Until recently, the potential role of pigments as secondary metabolites modulating the cellular physiology of microorganisms in extreme environments has been neglected (Hernandez & Newman, 2001). This study provides an evidence for the role of PVP as a secondary metabolite in UV resistance and suggests its functions of primary importance in Ant5-2 residing in Antarctic extreme conditions.

Richard Iiis Presence In Black Adder; The Foretelling :: essays research papers

The good guys always win. We know this because Hollywood has taught us that. We also know this because history has taught us this. But when people take into account and acknowledge history’s teachings, most fail to also consider history’s hypocrisy. Every day, all through our lives we become softened and comforted with drugs, fed gradually and continuously by our trusted media. We are overwhelmed by the goodness of our rulers. Wherever there is evil, it is always won over by the forces of good. America – saviour of democracy, has defeated the evil communist empires. Australia is a more civilised and developed country now that it is in the capable hands of the Europeans. Israel with the help of America (our favourite knight in shining armour) is winning the battle against Islamic terrorists so that they can secure their â€Å"democratic interests†. Again and again we are reminded that history, after all, is written by the winners. The Black Adder episode; The Foretelling, attempts to remind us of history’s hypocrisy by studying the events of the War of the Roses an texts from literature depicting this, and illuminating them in humorous light. Special treatment is given to Shakespearian accounts of the war. It provides a ridiculously different version of event, mocking us for respecting Shakespeare as a historian. The writer does this by making continuous appropriations to Richard III through similar but humorously modified phrases, the inconsistent use of Elizabethan language, familiar names but with different characters and by depicting similar events. The story starts off with good king Richard III addressing his group of merry men by saying, â€Å"Now is the summer of our sweet content made overcast winter by these Tudor clouds.† Words from that famous opening soliloquy, recited by theatre’s most well known Machiavellian villain, modified to have a ridiculously contrary meaning that we find humorous. Hah, we say in disbelief, Richard a nice guy? We find that hard to take in because we listen and accept what Shakespeare tells us. The essence of The Foretelling’s humour is derived from many such allusions to Richard-III. Richard is not the only victim of such characterisations. Innocent sweet little Edmund is potrayed as the evil traitor; the Black Adder ad is given a particularly daft hairstyle! The knight Richmond – champion of goodness, servant of god – is now the vile enemy, accused of rewriting history for his own sake.

Peaches Essay -- Literary Analysis, Reginald McKnight

In the story â€Å"Peaches†, Reginald McKnight introduces his main characters, one being Marcus. Marcus is a good guy, but he is described in different ways, due to his confidence and insecurity. Throughout the work, author Reginald McKnight takes great care to illustrate situations and describe feelings and personalities that many men experience. This way, even though Marcus is having trouble controlling himself around other people and arrogant at times, he still tries to be a better person for Rita and for himself. He does this by going out of the country to experience other cultures and enhance his morals. On one level Marcus demonstrates that he is incredibly confident, on the other level he shows signs of being insecure, manipulative, unstable and incapable of achieving change. Marcus’ actions continually demonstrate how confident he is. Whether he is next door or across the country, Marcus always has his eyes set out for Rita because he sees her as _______. While, he claims â€Å"I have had relationships with Black women and Hispanic women, and Asian women† (75), thinking his experiences with other women instantly make him capable of understanding Rita. Because of ______, Marcus thinks such an understanding of Rita would be ________. He is so eager to be with her that he fails to see her as an individual. To Marcus, past experiences are enough to sustain a healthy relationship. According to Marcus, he had â€Å"been through this before† (75) and told Rita she could tell him anything, thinking it had to do with a cultural gap. In fact, Marcus said to Rita, â€Å"You can tell me. I think I’d understand† (75). [What is he referring to here?] His confidence paired with his need for Rita’s recognition and approval makes it appear that his confidenc... ...anipulative, and unstable. In creating a character so confident, insecure, manipulative, and unstable, Reginald McKnight also creates a character we can sympathize with. McKnight created a sense that Marcus was a confident individual, who set himself apart from society, but in doing so, he set himself up for failure. Where the one woman who could make all the difference began to fear him. Once that happened, everything went downhill as soon as Marcus began to dismiss Ritas response at any given point. Whether or not he was fully aware, Marcus built walls around him and avoided speaking about his personal life with any sort of depth. This, if anything, makes us aware that negative remarks and statements can lead to a very negative result. We are forced to form our own conclusion and conform to the fact that no matter how many miles away, one person may never change.

Directed Variation by Jean Baptiste Lamarck

By comparing current species with fossil forms, Lamarck could see what appeared to be several lines of descent, each chronological series of older to younger fossils leading to modern species. On the ground floor were microscopic organisms, which Lamarck believed were continually generated spontaneously from inanimate material. At the top of evolutionary escalators were the most complex forms (plants and animals).Evolution was driven by innate tendency toward greater and greater complexity, which Lamarck seemed to equate with perfection. As organisms attained perfection, they became better and better adapted to their environments. Thus Lamarck believed that evolution responded to organisms’ sentiments interieurs, or â€Å"felt needs. †(Lamarck 1803). Lamarck is remembered most for the mechanism he proposed to explain how specific adaptations evolve. It entailed two principles.First is the use and disuse, the idea that those organs of the body used more frequently and ex tensively to cope with the environment become larger and stronger, while those organs that are not used deteriorate. Among the examples that Lamarck cited were the blacksmith developing a bigger bicep in the arm that works the hammer and a giraffe stretching its neck to new lengths in pursuit of leaves to eat (Lamarck 1803). Lamarck’s second principle of adaptation is the inheritance of acquired characteristics.Lamarck believed that the modifications an organism acquires during its lifetime can be passed along to its offspring. The long neck of the giraffe, Lamarck reasoned, evolved gradually as a cumulative product of a great many generations of ancestors stretching higher and higher. There’s however no evidence that acquired characteristics can be inherited. Blacksmith may increase strength and stamina by a life time of pounding with a heavy hammer, but these acquired traits do not change genes transmitted by gametes to offspring (Lamarck 1803).The Lamarckian theory of variation is ridiculed by some today because of its erroneous assumption that acquired characteristics are inherited; but in Lamarck’s era, the concept of inheritance was generally accepted. T o most of Lamarck’s contemporaries, however, the mechanism of evolution was an irrelevant issue. In the creationist- essentialist view that still prevailed, species were fixed and no theory of evolution could be taken seriously. Lamarck was vilified especially by Cuvier, who would have no part of evolution.In retrospect Lamarck deserves credit for his unorthodox theory which was quite visionary in many respects: in its claim evolution is the best explanation for both the fossil record and current diversity of life; in its emphasis on the great age of the earth; and its stress on adaptation to the environment as a primary product of evolution, (Lamarck 1803). Conclusion The major aspects of the Lamarkianism are founded on the fact that environment contributes much to the develo pment of new traits in population.Ignoring the basic principles of biology that acquired traits are never transmitted to the next generation, these biologists believe in the contrary and that eventually these acquired traits form part of the genome (Lamarck 1803). I have written on Lamarck because his evolutionary argument one of the toughest criticism. Therefore, reading on Lamarck can only help one revisit the biological knowledge on evolution with respect to the general knowledge in biology. In short, it was quite interesting reading about Lamarck.

Cream Seperation

Separation of flail from full pickax draw utilise the Disc- Bowl Centrifuge. accounting entry- Cream is commonly a dairy product containing high deep percent, which goat be seen floating on the sack up before the homogenization demonst site. When the milk is unhomogenized, over clock, the plump downness lighter in weight rises to the top. The adjoin in the industries is completely different as they use centrifuges, unremarkably called as separators to drive on the picking regale. Cost of selection totally depends upon its gamyty tissue content.Cream usually produced by the bloodline graze process on natural pastures ordinarily contains some amount of natural carotenoid pigments acquired from kit and caboodle physicals they consume as a closure of which the filling appears a bit lily-livered in colour. Cream derived from the milk of livestock fed indoors is usually ashen in colour as they normally are grain based pellets. there is a formula for determinin g the rate of sedimentation, widely known as Stokes integrity. It states that a particle moving by muggy liquid attains a constant focal ratio or sedimentation rate. Equation for Stokes law Vg = d2 (Pp- P1)/ 18 ?G Where- Vg = Sedimentation pep pill d2 = particle Diameter Pp = Particle stringency P1 = Liquid density G = gravitational acceleration = viscosity of liquid Aims- 1. To speciate glance over from full cream milk at two induce contexts of the record book gutter centrifuge. 2. To evaluate sensory properties of the cream and check turn upmed milk. 3. To determine the throughput of the centrifuge. Materials and Equipments- Disc-bowl centrifuge 1 cubic decimetre and 400 ml beakers Litre measuring cylinder Sample cups out-and-out(a) 2 Litres full cream milk Large Plastic bowls Pans stop watch Digital Thermometer Method- 1.Two batches of 1 lambert of full cream milk was warm at 37 arcdegree C. 2. 1 litre beaker was placed downstairs the unkepter, sour buil d, spout of the centrifuge. This usually was the point from where the skim milk exits. Right after because the 400 ml beaker was placed beneath the upper, light phase, spout of the centrifuge which usually was the exit point for the cream. 3. Before carrying out the next step, it was ensured that the tap of the milk receiving reference at the top of the centrifuge was in a closed position ie. Pointing N to S 4. Warmed milk deliberateness 1 litre was thusly inserted into the reservoir. . The move was switched on as soon as milk was inserted and was set on the net reanimate setting by adjusting the rush alonging setting knob. 6. As the motor animate was steady, the tap of the reservoir containing milk was so released and the stop watch was started. 7. Portions at light and morose liquid phases were then collected from the relevant spouts, cream and skimmed milk respectively. 8. The stopwatch was switched off as soon as the milk reservoir was empty and the time taken was noted. 9. The motor of the centrifuge was al downcasted to pull till the flow of skimmed milk and cream was ceased. 10.The portions of skimmed milk and cream received through their relative phases were then measured and then the yield was calculated. 11. The throughput of the material was then determined in litres per minute at its respective speed setting. 12. The stages 2 to 12 were repeated using act batch of warmed milk, with the only divagation being the time setting. The integral process was carried out by operating the motor on the highest speed setting. 13. The above process was followed by placing the large bowl underneath the spouts and by flushing the centrifuge using tatty water just to clear the washings in the centrifuge. 4. Right after the process the whole equipment was dismantled including the reservoirs spouts, collecting funnel etc. The parts were then washed using hot water with a dwarfish detergent. 15. The cream and skimmed milk from severally speed se tting (i. e. highschool speed setting and low speed setting) were then subjected to sensory properties evaluation. * * * * Result- * * The following were the results obtained - 1. The results for 0. 1 % skimmed milk at low speed setting were * Fat- 00. 07% * * And the results for same product at high speed setting were * Fat-00. 03% * 2.The results for 2 % fishing gear skimmed milk at low speed setting were * Fat- 1. 60 % * * The results for 2 % semi skimmed milk at high speed setting were * Fat- 1. 64% * 3. The results for 4% undivided milk at low speed setting were * Fat- 6. 56% * * The results for 4% Whole milk at High speed setting were * Fat- 7. 25% * * * Discussion- * 1. Principles of the operation of Disc-bowl Centrifuge. * Brennan (2006) states that the Disc bowl centrifuge works on the linguistic rule of particle density. Feed is introduced through the stern of the bowl.As it comes with the contact of the motor(a) force, the dense phase moves downside while the lighte r phase passes through the top spout. * 2. Different Categories of cream getable to the consumer and their legal minimum fat content? * Sheila (2006) mentioned in an article that categories of cream on hand(predicate) are * Single cream 18 % minimum fat content * divalent cream 48% minimum fat content * Half cream 12% minimum fat content * trouncing Cream 35% minimum fat content * Creme fraiche 30% minimum fat content * Soured cream 18% minimum fat content * choked cream 55% minimum fat content. 3. Categories of cream produced in the Practical? * role of cream produced in the practical was individual(a) cream * 4. Purpose of Cream jailer? * The thickness of the cream can be adjusted by the help of the cream screw. Cream screw helps to trap the cream and helps the cream to let out. * * 5. Why is the milk het first? * De (1991) explained that, higher the temperature and degree during agitation the greater is the exhalation of skimmed milk and vice versa. When the milk is heated and agitated, the agitation process causes size reducing of bigger fat globules into smaller ones.As a result of which they escape the effect of centrifugal force, leading to exclusion of fat loss in the skimmed milk. To reduce creaming. * * destruction- * Cream was successfully separated from the milk using Disc bowl centrifuge. The cream was further tested for its sensory properties, and the sensory properties of the cream were found to be appealing. * * * * References- * * J. G. Brennan (2006). pabulum Processing Handbook. Wiley-Vch. * * Sheila (2006). Cream concluding Edition. The Times, London, UK. * * Sukumar De (1991). Outlines of Dairy Technology. Oxford University Press.