Paintings in art history Essay Example | Topics and Well Written Essays - 1500 words

Paintings in art history - Essay Example Fifteenth-century artist Sandro Botticelli is noted for his lyrical, flowing style, often decorative and showing a certain elegance. The Florentine Renaissance became a cult of beauty, love and gratification of the senses, and Botticelli in both The Birth of Venus and Spring (Primavera) reflected this delicate and romantic Renaissance style, with Venus rising from the sea on an open shell, unclothed but demure, and later clothed at her coronation. Because these two paintings are different sizes, it was thought they did not belong together, but further analysis shows enough similarities to make them a set (â€Å"Analysis;† â€Å"Allegory†) At a time in Italian history when Florentine artists were enamored of mythology, Botticelli captured the essence of the myth. The elements in any composition are line, shape, color, pattern, value, form, texture, space. Those specifically attributed to the Sistine Chapel are 1) lines – direction of lines leads eye to specific ar ea of painting; 2) shape – height and width of shape creates an illusion on the ceiling panels; 3) space – the relationship of positive and negative space affects impact and unity; 4) color – bright, dark, intense—implies texture through color, line, shading, repetition and pattern. Michelangelo began painting the Sistine Chapel in 1508 and completed it in 1512, almost single-handedly. The four main elements that define the vaulted ceiling of the Chapel are, as noted, line, shape, color, and pattern. The ceiling is painted in panels, with circles., squares, and triangles framing the different panels. Colors, bright and dark, lead the eye to the focus in each panel. The technique is fresco. There are nine central panels illustrating and interpreting stories from Genesis in a specific pattern ("Michelangelo"). Albrecht Drer Albrecht Drer was a painter and engraver who was best known for his woodcuts and prints. His etching work was meticulous with special focus on color in his paintings. He was influenced by Leonardo da Vinci's studies of the human figure and applied Leonardo's proportions to his own figures. Finished form and richness of conception, as well as perspective and proportion are characteristics of his work along with color and energy (Ponich). Rembrandt Rembrandt van Rijin is noted for his transfiguration of experience into art. It is his inner emotions as represented in his art that makes him unique. He was highly influenced by Leonardo, Michelangelo, Raphael and Titan in their depiction of the human form, but he is a multi-faceted artist, excelling as a painter and an inspired graphic artist and etcher. He painted, drew and etched portraits, landscapes, figures, and animals, but above all scenes of biblical and secular history and mythology. Although also known for his self-portraits, his most famous works show his ability to expand his subject matter. One of his best known paintings is called "Night Watch" although it has since been found to be a daytime scene. His art symbolizes a whole period of art history rightfully known as "Holland's Golden Age" ("Rembrandt"). Romanticism Romanticism (1800-1850) unlike its opposite, classicism, has a storytelling, epic quality that extends to music, painting, and literature. Richard Wagner's music evokes feelings of power and dread, with its emphasis on emotion and great freedom of form. It was his aim to offer a complete synthesis of the arts in his music. According to Alfred Einstein in "Music in the Romantic Era, A History of Musical Thought in the 19th Century (New York, 1947), "[Wagner] was the first to

An Analysis of the Homeland Security Act of 2002 Essay Example for Free

An Analysis of the Homeland Security Act of 2002 Essay As a response to the September 11, 2001 terrorist attacks, the United States government established a separate agency within the federal system to prevent future terrorist activities. Hence, the Department of Homeland Security (DHS) was created, along with the Homeland Security Act of 2002 (HSA). The HSA identified and explained the principle, jurisdiction and duties of the Department of Homeland Security. The HSA also reinforced sentences for transgressing national security laws and expanded federal control of local law enforcement agencies. However, critics argued that the HSA instead promoted American global dominance at the expense of civil liberties. For instance, Title II pushed for the establishment of a Directorate of Information Analysis and Infrastructure Protection, tasked with the creation and maintenance of a database containing public and private information on virtually any individual in the United States. Telephone records, banking transactions, school records, employment history – these can be gathered to piece together a profile that can be used against innocent people suspected as terrorists. In the HAS’ Title V: Emergency Preparedness and Response, there is no specific mandate of federal control over the â€Å"local first responders† – the police, the firemen and the emergency personnel. The provision simply called for â€Å"federal supervision, funding and cooperation. † (Van Bergen, 2002) Although centralization is perfect for emergency preparedness on a sufficiently large scale, it could also lead to the loss of local control and to potential federal militarization. (Van Bergen, 2002) According to the United States Northern Command (USNC), â€Å"Prohibiting direct military involvement in law enforcement is in keeping with long-standing U. S. law and policy limiting the militarys role in domestic affairs. † (Van Bergen, 2002) In addition, the Posse Comitatus Act (18 USC 1385) â€Å"generally prohibits U. S. military personnel from interdicting vehicles, vessels and aircraft; conducting surveillance, searches, pursuit and seizures; or making arrests on behalf of civilian law enforcement authorities. † (Van Bergen, 2002) The four statutory exceptions to this prohibition are the following: counter-drug assistance (10 USC 371-81); Insurrection Act (10 USC 331-34); crimes using nuclear materials (18 USC 831); and chemical or biological weapons of mass destruction (10 USC 382). (Van Bergen, 2002) One of the most serious consequences of the HAS is the Critical Infrastructure Information Act of 2002 (CIIA). The CIIA offered corporations confidentiality and immunity from civil liability with respect to the â€Å"critical infrastructure information† (CII) that they submitted â€Å"voluntarily† to the DHS. CII may include virtually any information about physical or cyber infrastructure that can be useful to terrorists or other parties that intend to cause damage to the facility. (Steinzor, 2003) No one may use it in any civil action arising under federal or state law without obtaining the written consent of the company. Government officials who will violate the CIIA will face up to a year in prison. The CIIA is very dangerous, as it would immunize corporations and their employees from malfeasance in their operations, from racial discrimination to embezzlement, violations of environmental regulations and negligence that will harm the public physically and or financially. Hence, the CIIA might also end up granting immunity to enterprises that were guilty of negligence in the face of terrorist attacks, allowing them to escape accountability for putting other people’s lives in danger. Terrorist groups such as the Al Qaeda might use the CIIA to their advantage, because their operatives assume quiet and unobtrusive Western lifestyles and identities to avoid capture and to successfully carry out missions. But with the misleading nature of the HSA, the question ordinary Americans should be asking is: Who should they be afraid of, the terrorists or their own government? References Van Bergen, Jennifer. (2002, December 2-4). Homeland Security Act: The Rise of the American Police State. Retrieved January 2, 2008 from http://www. ratical. org/ratville/CAH/HSA_RoAPS. html. Steinzor, Rena. (2003, March 12). ‘Democracy Dies Behind Closed Doors:’ The Homeland Security Act and Corporate Accountability. PDF File. Retrieved January 2, 2008 from http://www. progressiveregulation. org/perspectives/secrecy_white_paper. pdf.

Describe The Strategic Alternatives Given Business Essay

Describe The Strategic Alternatives Given Business Essay We are shivering in our paints, as we grope against new competition from firms from USA and Korea. A very senior LT executive to the author at a Management Development Programme at IIM (Ahmedabad) in 1993 The competition we have faced till now is nothing is compared to what lies in store for us. Till now, the period (post-liberalisotion) was one of learning and assessment for the big global competitors Sudhakar Divokar Kulkarni, CEO. to the case author in April 1997. In 1997 Larsen and Tubro (LT), one of the largest engineering companies in India (and one of the top five private sector companies) posted yet again a growth rate of over 20 per cent. This happened for the fourth consecutive year despite acute liquidity crisis in the market, political instability, and uncertainty about execution of power projects of foreign companies (e.g. Enron), and so no. Since last few years, LT was becoming a lesson for companies worldwide in managing explosive growth and developing internal capabilities on a continuous basis. Simultaneously, it was setting new challenges for the academics in defining core competencies and core capabilities. An independent survey named LT to be one of the best managed companies in Asia and another by Business Toda, showed that the company was one of the most transparent and a leader on the issue of corporate governance. During 1995-96 and 1996-97, the company achieved an incredible growth in sales of nearly Rs. 1,000 crore per a nnum over the previous years, crossing the landmark turnover of Rs. 5,000 crore in the process. The Evolution L T was set up in 1938 as a partnership trading firm by two Danish engineers, Henning Holck Larsen and Soren kristian Toubro, who had quit their jobs. In 1946, it became a private limited company and by 1950 reached the status of a public limited company. Table 1 gives the evolutionary picture in brief. LT presently has a shareholder base of nearly 1 million and employee strength of over 24,000 As a company, this multi-dimensional engineering giant is actually the nucleus of a group of companies involved in building complexes, worksheets, offices and service outlets at different locations all over India and abroad. Over the years, LT has acquired a commendable reputation for capabilities for executing engineering related projects. Table 1 LT Business History: The Milestones 1938 Incorporation as a partnership firm 1946 Incorporation as a Private Ltd Co. I950 LT goes public Powai Works set up 1961 Audco India incorporated for manufacturing valves 1962 Retirement of Soren Toubro; EWAC Ltd. set up for manufacture of welding alloys 1963 TENGL founded to manufacture crawler undercarriage parts for caterpillars 1969 Agency business abolished, formation of LT Bottle Closure division 1971 LT McNeil set up for manufacturing Presses for tyre industry 1974 Management Organization Structure and Management Planning and Control System introduced LT Bangalore Works commences production of hydraulic excavators 1978 Larsen retires. LT Faridabad commences production of switchgear 1982 ECC merged with L&T; LT enters shipping business with two ships 1983 LT enters cement manufacturing with Awarpur plant commencing production 1987 LT enters computer hardware with floppy discs and printers; LT Gould for electronic test and measured instruments 1988 Cement capacity enhanced to 2.2 m tons per annum 1989 90 LT under DH Ambani (as chairman) 1990 93 Repeated takeover attempts by RIL 1993 95 Series of strategic alliances and tie-ups resulting in formation of LT-Niro. LT-Chiyoda, LT Sargent Lund9, LT Finance, and so on. The Takeover Attempt During 1991 93, as the country progressed towards liberalisation, the company just emerged from a not-so-welcome takeover threat from the powerful Ambanis of Reliance. The Ambanis were themselves embarking upon massive expansion in chemicals and petrochemicals business, and LT would have provided a real and logical synergy in terms of executing turnkey projects for construction, engineering, supplying machinery and of course, offering suppliers credit (to the tune of Rs. 1.000 crore). Through protracted investigation and litigation (in which the Reliance Industries Ltd. was found to have collected forged proxies), the company somehow remained in the hands of professionals. The big question mark as posed by an article in the Economic and Political weekly was Where does LT go from where it has reached now? However, it was obvious that a total new mindset and working culture would be required if LT was to grow and remain competitive. In 1993 94, the company started adopting the principles of Total Quality Management (TQM) by becoming customer focused, reducing the costs and wastage, and adding value at all stages for maximising customer satisfaction. In 1994, Mr. S.D. Kulkarni took over as the CEO of LT and confidently promised that the company would reach its mission of being a Rs. 10,000 crore ($3 bn.) company by the end of the century. He also declared that the company would strive to maintain and develop leadership positions in all its businesses or else it will quit. Simultaneously, zero retrenchment was promised. The philosophy of TQM was embraced with added emphasis on customer delight, that is, delivering more value than expected by the customer. Vision, Core Values, and TQM Infrastructure being a key bottleneck for Indian industry was identified as the engine of Growth for the companys ambitious plans. But before that, the company needed an ambition statement, which every employee could own and share. A massive companywide exercise for finding out what the company stood for and what its core values were was embarked upon. The emergent statement though not sounding much different from several other organisations vision, however, came to be owned and understood by almost every employee because of the process of identifying the mission and peoples involvement. The key elements of LTs vision f focussed towards a world class company dedicated to: excellence and professionalism customer delight through service entrepreneurial leadership and creation of an organisation that is on the path of continuously learning by fostering teamwork, trust, and care Community service and environmental protection. Core Competencies According to a senior executive, today the core competence of LT lies in its ability to synthesise, integrate and harmonise its diverse world-class engineering, manufacturing, procurement, construction and fabrication skills around turnkey projects (in core economic sectors) and people. This is made possible through a world class vendor base and quality technological alliances, excellent IT infrastructure (CAD,/CAM systems, PMIS etc.) sophisticated fabrication facilities for plant and machinery in the core sector. Business Leadership LT holds a leadership position in India in most of the areas in which it operates. The first company to introduce hydraulic excavators in the country, it still maintains its leadership status in this and in the vibratory compactor segments. LTs switchgear products enjoy a dominant position in Indian as well as the international markets. It continues to be a leader in the manufacture of Z-Line petrol pumps and its cement is considered to be of high quality. LT has pioneered the manufacture and supply of critical nuclear reactors and space vehicles hardware in the country. It has to its credit many firsts in the Indian industry from the indigenously manufactured hydrocracker reactor, naptha run power plants, the worlds largest curing press, to the first vertical dairy in the country and so on. With the Project and Construction business in the country growing at a fast pace and expected to continue to do so with the country s emphasis on infrastructure, both LT ECC (Construction Group) and LT s Projects (EPC) businesses are being treated as thrust areas. The ECC construction group has been responsible for construction landmarks both in India and abroad, for instance, the Bahai house of worship in Delhi, an international airport terminal in Abu Dhabi, bridges in Malaysia, hotels in Uzbekistan, and so on. Its major projects have been building of cement plants for Grasim Industries, Gujarat Ambuja Cements, and ACC Ltd., construction of bridges and railway tunnels for the Konkan Railway project. In projects business, LT EPC group successfully executed orders from ONCC (for piping and oil platforms), Tata Chemicals {for captive co generation power plant) and Gandhinagar Dairy. In shipping and international business too, the company has made significant progress to become one of the leading players in their line of business. LT has a long and enviable record of high-tech fabrication. The workshops in Powai with CNC precision machines house large-size precision fabrication facilities. Its major heavy engineering complex at Hazira also caters to such needs. LTs units and its links with globally reputed organisations have contributed much in developing manufacturing excellence. Decision-making at LT Over the years, the company has implemented its vision through various approaches. Foremost is the emphasis on empowerment, teamwork, and continuous training of employees. In terms of structure, the company has decentralised decision-making, and according to Mr. Kulkarni, CEO, the concept of Strategic Business Units (SBUs) is being actively encouraged. The company is decentralised for all practical purposes. Budgets and allocations are made at the beginning of the year and SBUs undertake the responsibility for achieving the targets. Only in major decisions involving capacity augmentation, business divestment, diversification, and so on does the CEO personally involve himself. According to Mr. Kulkarni, only through empowerment and decentralised decision making can a highly diversified company like LT be managed. For example, though the decision to divest the Dot Matrix Printers (DMPs) business was first proposed by the concerned department, yet the decision was taken ai the MD/Board level as it agreed that product and technological obsolescence and synergy of DMPs with other businesses was indeed low. The Culture of TQM The TQM journey, initiated in 1993, has now taken firm roots in LT. The efforts put in training a large number of employees has resulted in the launch of many quality improvement initiatives. A large number of employees have participated in continuous improvement (Kaizen) and small group activities. Several cross-functional teams regularly function in the areas of manufacturing, design, marketing and services. LT has created an environment for increased empowerment to further improve customer services. The TQM Awareness Programmes have also been extended to the stockists and vendors to achieve improvement in the operations and customer service. LT strongly believe in the concept of internal customers. With TQM knowledge spreading widely inside the company, employees have realised that everybody in every department is a supplier to somebody in the organisation if not directly to an outside customer. One employee says, even though it is difficult to oblige everybody, I believe that we should go a step forward to understand the real requirements of the customer, which he himself may not be fully aware of, and delight the customer through total quality and service. Such an attitude should be our guiding force. A value strongly sought to be inculcated in the employees is that people can confront competition better by moving from a product-oriented philosophy to a customer-oriented philosophy. For this, employees are being trained in multi skills, including quality transactions and market engineering, besides product engineering. With people being regarded as the prime movers, a strong HRD culture pervades the organisations personnel policies, and HRD systems are designed to sustain motivation, encourage learning, and achieve higher levels of quality and productivity through job involvement. The embracing of TQM philosophy.and implementation of ISO 9000 systems by almost all divisions has led people to work towards common goals with a customer oriented approach. Social Commitments Corporate Citizenship The Mumbai Chamber presented the Good Corporate Citizen Award for the year 1994 -95 to Larsen and Toubro Limited for its contribution to Larsen and Toubro Limited for its contribution to the corporate world, but more importantly for its conspicuous achievements in improving the quality of life in the community. Award for most Outstanding Concrete Structure The ECC Division of LT received the ICI-Mc-Bauchemie Award presented by The Indian Concrete Institute for the most outstanding concrete structure for the year 1995 96 for Sree Kanteerava Indoor Sports Complex is Bangalore. The structure is considered to be an engineering marvel. The citation for the award reads Sree Lanteerava Indoor Sports Complex is designed in the shape of an ellipse using 120 V shaped precast folded plate elements. Each element is 43 m long and weighs 55. t. The thickness of the plate is just 40 mm, but strengthened by ribs throughout its length. Since the folded plate springs from the ring beam along the outer periphery and connected by the compression ring at the crown, the entire roof is self supporting, providing an unobstructed column-fee space of 119 m x 91 m with a playing arena of 65 m x 45 min the centre. Environment Upgradation LT has been showing its commitment towards corporate citizenship. As one goes around the works and offices of LT. one experiences a soothing and refreshing ambience because of the rich foliage and delightful floral blooms around these structures. LT has undertaken extensive tree plantation programme. Over three lakh trees were planted in and around the factory in 1993-94 under the programme Trees for Life. The villagers have been given grafted saplings of fruit-bearing trees and encouraged to plant them. The success of this ongoing effort led to LT being selected by the Government of Maharashtra for the prestigious Vanashree Award in 1990. Contribution to Academics LT set up LT Institute of Technology, a polytechnic in Mumbai. In a short period, it has come to be widely regarded as one of the best training institutions of its kind in the country, particularly for the full-fledged workshops and laboratories that provide a strong practical orientation to theoretical inputs. There is a good demand in engineering companies for the students passing out from this Institute. LT also contribute financially towards Upgradation of facilities in several polytechnics. It regularly interfaces with academic institutions to promote quality education and has established research chairs for faculty in several institutions including ai IIM, Ahmedabad. Within the company, one of the most invaluable and lasting investments made by LT is the establishment of a Management Development Programme Centre at Lonavala (near Mumbai). According to Mr. CM Srivastava, Joint General Manager (JGM) (HRD), the management development centre has been visua lized as a temple of learning where people would come with the sole purpose of enhancing knowledge, learning through experience, self-study, and introspection. The emphasis, therefore, is on providing an ambience for learning rather than training. The centre has modern learning facilities like computer-added packages, a library, and outdoor training facilities. Manufacturing Facilities Some important manufacturing facilities of LT are shown in Table 2. Table 2 Important Manufacturing Facilities of LT Location Product/Plants Powai, Madh (Maharashtra) Plant and heavy equipment switchgears, Petrol pumps, Bothell closures, control and automation, welding alloys, undercarriage components Thane (Maharashtra) Electronics and Inputs for undercarriage components Awarpur (Maharashtra) Cement Nashik (Maharashtra) Light-weight glass containers Faridabad (Haryana) switchgears Ankleshwar (Orissa) Welding Alloys Kansbajal (Orissa) Plant and equipment for steel paper and pulp, material handling and mineral processing industry Mysore (karnataka) Medical electronic equipment computer peripherals, telecommunications, test and measuring instruments Bangalore (Karnataka) Earth-moving and construction equipment, hydraulic equipment and diesel engines, Gen. Sets Hazira (MP) Heavy equipments Hirmi (MP) Cement manufacturing unit Chennai (TN) Valves, rubber and plastic processing machinery Kandla (Gujarat) Export oriented fabrication Pondicherry Transmission towers Kalol (Gujarat) Export footwear Jharsuguda (Orissa) Cement grinding unit The Future The financial results of LT far the year 1996 97 are not too encouraging as far as profits are concerned. The company has reported profits of Rs. 410 crore against the previous years profit of Rs. 390 crore, thereby achieving a slim growth of five percent. However, the turnover has recorded a sharp jump from Rs. 4249 dare to Rs. 5304 crore. From another perspective, the performance has been commendable considering the slump and intense competition in the cement industry and performance of other competitors during the period. LT is firmly consolidating itself in four major business areas engineering, construction cement, and equipment manufacture, Presently, cement accounts for 15 per cent of the total revenue. lt has embarked on a major expansion programme that will double the capacity to 12 m tons per annum, which will make it the largest cement manufacturer in India. A Euro-issue of $135 million has been planned to fund this expansion. Having defined EPC as a thrust business for t he future, it will be relevant to take a look into the competitive structure of the EPC business. In the domestic business, LT has a handful of competitors among whom BHEL. Punj and Lloyd, and RITES are the major ones. The peculiar nature of EPC business is that it is not a sector specific industry. The core infrastructure activities such as power, telecom, and roads will become key focus areas for the country. Most players in this industry have specific competencies which cater to specialised areas, LT is perhaps the only company which competes in almost every sector by virtue of its diversified technical competence and expertise. LTs EPC business takes the form of competitive bidding for executing projects from start to finish for third parties, part execution of projects as sub contractors to other bidders, and autonomous bidding for setting up its own projects in the core sectors. In the global EPC business, however the company faces stiff competition from the global construction and engineering giants like Hyundai, Saipern, Mcdermoft, Caterpiller, to name a few. In such a highly competitive environment with technology being a handicap (that most Indian companies suffer from), the logical step is to enter into strategic and technological alliances. Most Indian EPC players follow this route and LT is no exception. Some of its alliances are with its competitors, for instance, Caterpillar, Marubeni. Like most Indian EPC players going global, LT s overseas EPC operations are concentrated in the developing and developed countries of South-and Middle-East Asia such as Thailand and Malaysia, Vietnam, Burma, Bangladesh, Sri Lanka, and Gulf countries like Qatar, Saudi Arabia. Bahrain, Oman, and so on. Though LT has attained impressive achievements, the productivity of several businesses are alarmingly low on the international benchmark level. In an environment of high interest rates and tight liquidity position, the efficient management of working capital will form the key to future LT successes. Some of the areas of concern for LT in the short-term would be: the need to attain faster delivery standards, customer satisfaction, continuous cost reduction, productivity improvement and operating with low working capital, and aiming at least to be a regional player of repute and recognition. Questions: (a) Carry out a SWOT Analysis of LT. (b) Explain the Decision-making process at LT and how does it contribute to performance of the company. (c) What are the various strategies that you recommend for LTs EPC division in domestic and foreign markets? Paper-2 Section-A 1. Strategy includes the determination and evaluation of alternative paths to an already established mission or objective and eventually, choice of the alternatives to be adopted. Explain the statement underlining the process of strategy formulation. 2. Technological factors represent major opportunities and threats, which must be taken into account while formulating strategies. Discuss. How can a firm build a sustainable technology based competitive advantage? 3. The low-cost leadership strategy at times enables the firm to defend itself against each of five competitive forces. Explain. 4. Briefly explain the factors which contribute towards the success of a strategic alliance. Illustrate with a recent example of strategic alliance. 5. Explain any three methods/techniques used in strategic control systems, giving examples. SECTION B 6. Read the case carefully and answer the questions at the end. Rupbani Beverage Limited Rupbani Beverage Limited entered the Indian wine industry in 1975 by acquiring the Mastana Wine Company of Shimla and two other smaller wine companies at Kalka for Rs. 50 lakh. Despite hostility expressed by other wine makers and predictions that Rupbani would very soon fail as other outsiders such as Parminder Wine Company had, the entry succeeded. Rupbani Limited performed the unheard of feat of establishing a volume of 30 lakh cases within two years and taking the market share away from premium brands such as the National Wine Company of Bombay, Pearl Drink Limited of Pune and Syndicate Cola Limited of Madras. Rupbani advertised heavily and incurred Rs. 10 lakh in one year and standardised the taste of its wines with considerable success. It also invested Rs. 48 lakh in a large, new winery at Ahmedabad. A Rupbani Executive said, By 1995, consumption of wine in India will be a liter per capita, compared with half a liter today. The industry reacted to Rupbanis presence by doubling and tripling advertising expenditure. ABC and Company began a costly campaign to market premium and varied wines while reducing marketing emphasis on its cheap wines such as Nahan Drinks and the Gola Beverage. ABC maintained its 25 percent market share but had to resort to some heavy price discounting to do so. In 1982 Pearl Drinks formed a special wine unit to combine efforts for all its brands. Mr. Sailesh Kumar former Vice President of the National Wine Company had directed a project to coordinate Pearls world-wide wine business and develop a world wide strategy. The new unit was, in fact, a result of his work. In1983, wine consumption changed from growth at a rate of 5 per cent to no growth. The government also lifted the ban on imports of wine. This presented an even greater challenge because imported wines were cheaper as well as superior in quality. In1984 Mr. Ranganathan took over as Managing Director of Rupbani. He reviewed the recent performance of the company and its competitive position. He noted that the company was losing its hold over the market and it was not getting the return as expected. He also found that the companys performance in the syrup business was excellent. He, therefore, thought of selling out the wine business to Pearl Drinks, He convened an executive meeting and apprised the executives of his proposal. He also informed them that Pearl Drinks had offered the company to recapture its investment in the wine business which was about Rs. one crore. Mr. Arun Mehta, General Manager, observed that Rupbani was in and out in the past six years and has joined different organisations in trying the wine business. The finance Manager, M. Subhash Ghai said, The return on assets in the wine business is not the 30 to 35 per cent, which Rupbani is used to getting in the syrup business. Gaining share and trying to compete with ABC and Company left Rupbani with, eventually, the number two position in the wine industry with profits of Rs. 60 lakh on Rs. 220 lakh in sales. The stockholders wanted immediate return and hence, the company could not afford to make long-term investments necessary to popularise the brands. Had they stayed for five more years, they would have been a key leader in a large and profitable industry. Pearl Drinks immediately went from the sixth position in the industry to a strong second place with an 11 per cent market share. The Chairman of Pearl Drinks stated: We believe you can make money in this business in two ways remain a small boutique winery or become large and achieve economies of scale. Mr. Harish, Marketing Manager of Rupbani said, It is no use selling out our business to Pearl Drink and get back what we have invested. We can compete with our competitors successfully and improve our market share if we manufacture wines of varying qualities to suit the varied preferences and pockets of diverse sections of society. We should also offer price discounts to attract the consumers. There should be wide publicity of our brands throughout the country. Questions: (a) Perform SWOT analysis of Rupbani. (b) In the light of opportunities and threats of Rupbani Beverage and its strengths and weaknesses, what strategy should it formulate to improve its performance and strengthen its competitive position? (c) Should Rupbani spend on advertising in line with its competitors? Discuss. (d) What other strategies would you suggest for Rupbani for increasing their share of the market? Paper-3 Section-A 1. Explain the various steps involved in Strategic Management process in a single business firm. 2. Explain the following: (a) Types of resources (b) Strategic importance of resources 3. Discuss the importance of differentiation strategy in the present competitive environment. Explain taking into consideration its advantages and disadvantages. 4. Every strategic alliance incurs certain costs and comes with a set of risks. Explain any five costs/risks of entering into a strategic alliance. 5. Corporate culture plays an important role in the success of an organization. Explain giving suitable example. SECTION B NEECO LIMITED At the end of the recent five-year plan, it was estimated that there would be a considerable demand in the manufacturing capacity of power transformers in the country. It was further projected that the gap between demand and the manufacturing capacity would be even larger in the subsequent plans. Thus, anticipating the countrys demand in future, Neeco Limited decided to set up a new unit for manufacturing transformers. This was in addition to the manufacturing capacity already built up at one of the existing factories. Formal Planning Process Formal planning was introduced in the very first year of the commencement of activities at the new unit. The planning process at Neeco Limited included the setting up of broad objectives and the preparation of the three-year forecast. In a letter addressed to departmental heads, the General Manager, Mr. S.K. Patel said, The time has come to put down on paper the objectives and goals of our organisation and to develop a proper framework whereby we can take a more systematic look at the future we are heading for. This, I believe, can be achieved by involvement and cooperation of all the departmental heads in putting into practice a culture of planning. The responsibility for developing a three-year plan was entrusted to the planning cell, which reported directly to the General Manager. There was a separate controllers office, which looked after budget preparation and the subsequent monitoring of actual performance. Goal Setting Process Planning began each year in the month of April with the establishment of goals by the top management. The top management group consisted of the General Manager and his various functional heads. The goals were set both in qualitative as well as quantitative terms. The quantitative goals were in terms of growth in sales and profits. Commenting on the quantitative goals, Mr. Patel observed that: Profit is the primary goal. The planning cell, after collecting dl the information, consolidated and integrated the data and prepared operating results and cash flow projections for the three-year period. Exhibit-I NEECO LIMITED Date Steps in planning 1st Week of April Planning call sends relevant formats to departmental heads, with detailed explanations. 4th Week of April By the fourth week, the various departmental send the formats back to the planning cell, duly filled. 1st Week of May Planning officer compiles all the data and puts it in an integrated form. 2nd Week of May The first draft of the plan is discussed in a management group meeting, wherein several suggestions emerge and the draft is thoroughly revised by resolving the conflicting objectives of various departments. 1st Week of June The final draft of the plan is ready and is sent to corporate headquarters. (b) Responsibility for Plan Preparation Segment of the Plan Responsibility Sale Plan (Order Book Position) Manager Marketing Production Plan Manager (Production) Materials Plan Materials Manager Manpower Plan Personnel Manager Township Development Plan Manager (Projects) Plan and Final Plan Document Planning Officer Before finalising the plans as prepared by the various functional/department heads, a detailed discussion was held. During these discussion was held. During these discussions various departmental heads explained the basis of their respective plans. The final plan was arrived after resolving the conflicting objectives of various departments. The Planning-Budgeting Linkage Immediately after the plan was approved b9 the Management Group, the process of preparing a detailed budget for the next year was initiated. The three-year plan set out the broad objectives for the first year and projections for the next two years. A detailed exercise had already been conducted in preparing the broad objectives, which served as a basis for the preparation of a detailed budget for the ensuing year. Thus the first year of the plan document, with necessary modifications, became the budget for the next year. The three year plan document and the budget were, therefore, closely inter-related. It was said that the preparation of a three year plan was, in a way, a process of creating an organisational climate for a rigorous and time consuming process of budgeting. Reactions of Executives

Where Are You Going? :: Literary Analysis, Joyce Carol Oates

Joyce Carol Oates’s â€Å"Where Are You Going, Where Have You Been?† tells the tale of a fifteen year old girl named Connie living in the early 1960’s who is stalked and ultimately abducted by a man who calls himself Arnold Friend. The short story is based on a true event, but has been analyzed by many literary scholars and allegedly possesses numerous underlying themes. Two of the most popular interpretations of the story are that the entire scenario is only dreamt by Connie (Rubin, 58) and that the abductor is really the devil in disguise (Easterly, 537). But the truth is that sometimes people really can just be in the wrong place at the wrong time. Connie, a victim of terrifying circumstance will be forever changed by her interactions with Friend. Oates drew the character of Connie very well - she possesses many of the qualities that teenaged children share. According to developmental psychologists, adolescents become highly critical of siblings, and peer relationships take precedence over familial ties during these years (Feldman, 455). These traits are apparent in Connie’s unflattering description of her older sister June, â€Å"†¦she was so plain and chunky†¦Ã¢â‚¬  (209) and the fact that Connie spends many nights out with friends, but refuses to attend an afternoon picnic with her family (211). In addition, a teenager’s feelings of self worth are dependent upon the approval of others. Connie displays this as she practices â€Å"†¦checking other people’s faces to make sure her own was all right† (208). And of course there is also the explosion of hormones and corresponding sexual urges and fantasies. Oates makes all of these characteristics clear in her descriptions of Connie’s actions, thoughts and feelings. Rubin attempts to convey the idea that Connie falls asleep in the sun and has a daydream in which her â€Å"†¦intense desire for total sexual experience runs headlong into her innate fear†¦Ã¢â‚¬  (58); and aspects of the story do seem dream like - for instance the way in which the boys in Connie’s daydreams â€Å"†¦dissolved into a single face†¦Ã¢â‚¬  (210), but the supposition that the entire episode is a dream does not ring true. There are many instances in which Connie perceives the frightening truth quite clearly; she is able to identify the many separate elements of Friend’s persona - â€Å"†¦ that slippery friendly smile of his†¦ [and] the singsong way he talked†¦Ã¢â‚¬  (214). But because of the lack of attachment with her own family, and her limited experience in relating deeply to others, â€Å"†¦all of these things did not come together† (214) and Connie is unable to recognize the real danger that Arnold Frie nd poses until it is too late.

By the end of the play Rita having a mind trained to think, has developed :: English Literature

By the end of the play Rita having a mind trained to think, has developed a confidence that enables her to make her own decisions. How far do you think that Frank was solely responsible for this development. By the end of the play Rita having a mind trained to think, has developed a confidence that enables her to make her own decisions. How far do you think that Frank was solely responsible for this development, or do you think that Frank was simply' the key that unlocked Rita's mind In Educating Rita, the audience sees the wilful struggle of a working class woman's thirst to be educated .A literature professor takes on the challenge, because she is like 'a breath of fresh air'with a totally uncluttered mind. He teaches her many things as well as instils in her the self confidence to relate to almost anyone. However; as she learns and grows, she not only becomes influenced by others, she loses that part of herself that makes her unique and individual; which makes her like all the rest. Our first impressions of Frank and Rita are that they appear to be complete opposites. They come from two contrasting social backgrounds; Frank is a well educated man of middle upper class. Rita is an uneducated working- class girl. Their jobs go from one intellectual extreme to the other. Frank being a university professor while Rita works as a hairdresser. Rita is discontented with her present life, she feels incomplete, like she's missed out on something. She feels that the so-called 'working class culture 'she was brought up in is hollow and meaningless. Rita is determined to get the education she never got, to raise the standards of living, and also to raise her from her state of ignorance to one of intellectual and social confidence. She looks down on herself and the culture she belongs to, but is optimistic that she can learn her way into a better way of life. She believes that freedom will come with education; therefore Frank can give her this freedom by educating her. Frank is also unhappy with his existence. He has everything Rita wants from life but wishes he didn't. He turns to drink to make living in the culture he hates more bearable. He doesn't want Rita to experience the same thing, which is why he doesn't want to teach her. He doesn't want to be the one to take away her simple, down-to-earth way of life and replace it with the kind of life he has. In my opinion this shows that Rita's determination played a greater deal in the development of

Bennidict Arnold :: essays research papers

My name is Benedict Arnold. I was born on January 14, 1741 in Norwich Connecticut. I led a very daring life, for I was a spy. My entire familial lineage was based in New England and was long established and well respected. As a child I worked with an apothecary, but that wasn’t what I planned to do for my life. During the French and Indian War, I enlisted in the militia and fought from 1754 to 1763. My father died toward the end of the war, and so I had no way of making money afterward, so I used my knowledge of potions and became a druggist in New Haven, Connecticut. My business soon expanded, and I began a trading company that shipped to Canada and the West Indies in 1764. After eleven years in this business, my success brought about my election to militia captaincy. Soon after I was made captain, I was once again upgraded to the status of colonel. At the start of the American Revolution in 1775, I joined Ethan Allen to capture Fort Ticonderoga from the British. After the great success I had in New York, I decided to make an assault on Quebec. I was promoted to brigadier general after this invasion, even though I had to retreat to Lake Champlain. I was actually defeated there at Lake Champlain in 1776 by a British naval attack. This did diminish my perseverance somewhat, but I came back into full force in April 1777 when I was promoted to major general after the Battle of Ridgefield. If I do say so myself, I would definitely have you know that had I not relieved Fort Stanwix in the fall of 1777, an American victory at the Battles of Saratoga would not have been possible. By battlefield leadership allowed me to become the commander in Philadelphia in 1778, where I met my wide, Margaret Shippen. I became a bit obsessed with money once I became commander, and for a good reason! I served my country for many years, and I still feel that I had a right to some money. Well, that wouldn’t be too much of a problem had I not gone into debt. At that point, I had to begin begging for money. I came in contact with a British commander in chief named Sir Henry Clinton. This is where my devious actions began.

The Poverty-stricken Youth of America

America has been described as a â€Å"melting pot†Ã¢â‚¬â€œ a land full of diversity. With that diversity comes a full range of income levels and statuses of its inhabitants, from the very, very rich to the destitute. Ronald Taylor†s article entitled â€Å"African-American Youth: Their Social and Economic Status in the United States† focuses on the issue of polarization. Polarization occurs when an increase of the percentage of people in poverty coincides with an increase of the percentage of people with higher incomes. Fewer people are considered ‘middle class†, but are either rich or poor. This paper will focus on the poverty-stricken youth of America. How are today†s poor white and poor non-white youth alike? How do they differ? Sociologists and researchers have found evidence to justify both, and I hope to focus on major points for both issues. Whether you†re white, African-American, or Hispanic, poverty for today†s youth has many recurring themes. A recent article by Duncan and Brooks for The Education Digest points out some very discerning facts that face today†s poor youth. â€Å"Low Income is linked with a variety of poor outcomes for children, from low birth weight and poor nutrition in infancy to increased chances of academic failure, emotional distress, and unwed childbirth in adolescence.† (Duncan& Brooks, pg. 1). They also claim that low-income preschoolers show poorer cognitive and verbal skills because they are exposed to fewer toys, books, and other brain-stimulating items at home than their higher-income classmates. Low-income adolescents, in later years, will experience conflict between their economically stressed parents, as well as lower self-esteem than other teenaged children. An article from the Ojibwe News, a Native American Magazine, gives a startling statistic discovered by research analysts for the Minnesota Private College Research Foundation. They found that a child from a family earning $25,000 or less annually is only one-half as likely to enroll in college as a child from a family with an annual income of $50,000 or more. Both white and non-white youth in poverty experience a higher rate of teenage pregnancy, AIDS, and tend to live in single-parent homes. There are several differences that exist between white and non-white youth that live in poverty. Recent research for low-income youth has shown that the most important factor that contributes to the gap between employment rates of minority and white youth can be attributed to their social network. Three reasons were cited in lecture as to what lead to the declination of life chances among African-American youth in poverty. They are as follows: 1. â€Å"Affirmative Action† primarily helped better-educated, especially professional workers. 2. Relocation of industry to suburbs or abroad reduces â€Å"living wage† jobs for non-college educated. Lack of network contacts, plus continuing discrimination, puts minorities last in line. 3. Concentration of poverty in center cities. Higher income black families go to the suburbs for jobs. Therefore, loss of network contacts, community organizations, and the like. These reasons attribute to the starling fact that Black poverty rates and unemployment rates remain at approximately 3 times the white rate. Israel and Seeborg in their article entitled â€Å"The Impact of Youth Characteristics and Experiences on Transitions out of Poverty† state that â€Å"†¦being black increases the probability of exposure to adverse social and economic conditions (i.e. underclass environment)†¦Ã¢â‚¬  which, in turn, reduces the chance that new generations can get out of poverty. This leads us to another point-if African-Americans experience the highest rates of teenage pregnancy, which perpetuates continuing generational poverty, will there ever be a time when African-American adolescents get out of poverty? It is not only African-Americans that feel a more pronounced state of poverty. The Ojibwe News, a native American newspaper, focuses on the plights of Native American youth in Minnesota, as well as statistical evidence of other minority students. â€Å"Divided We Fall: The Declining Chance for College Among Minnesota Youth From Low-Income Families and Communities of Color† is based upon information from the Census Bureau, the Minnesota Department of Education and other sources, and examined high school dropout and college participation rates and how they are affected by such socioeconomic factors as race, family income, and parental education (Laird, pg. 2). The Ojibwe News showed a strong correlation between education and earnings. Considering that the present funding system for public schools usually provides from two to five times as much money for wealthy school districts as for the poorest, and that whites are twice as likely to have good access to computers, it is no surprise that this correlation exists. According to projections by the Minnesota Department of Education, 62% of all black students and 56% of all Native American students who entered public high school in the fall of 1991 will drop out by 1995. Nearly 50% of Hispanic students and 21% of Asian students were projected to drop out as well. The rate for white students? Only 16%. The article also explains how those 18 to 24 year-old dependents with at least one parent who had completed four years of college were twice as likely to enroll in college than those peers who parents had no post-secondary education (Laird, pg. 1). In summary, there exist many similarities and differences between white youth and non-white youth in American cities. A recurring solution emphasized by researches and in lecture is the idea of socialization. By integrating poor minority and poor white students with their wealthier peers, as done in the Gautreaux program, the continuation of poverty can be decreased.