Killer of Sheep

The movie entitled â€Å"Killer of Sheep† by Charles Burnett in 1977 made a significant footprint in the movie world. Though it was a low-budgeted movie, it won the first prize at Berlin Festival in 1981. This movie is all about Stan and his family as they struggle their life with financial and emotional problems. Stand works in a slaughterhouse to make his family live. It is a simple yet attackable story because it shows reality in the society. Many of us work hard but less opportunities. The only thing that Stan felt happy is when he dances with his wife and hold his daughter’s hands.There are only six characters and one significant setting in the story, which means that the movie is an independent film. All the characters are connected with one another as they reveal their characterizations in the beginning of the story and donate their thoughts and perception of society as the movie ends. I can say that it is an advocacy film though it has no solution in the end. As it shows the life of many people like Stan and his family, the director depicts that present situation of the society that needs to be taken care of. The movie shows that Stan is already numb with his life as a slaughter because he knows that he could not able to give his family a better life. His wife is also a weak person who used to depend on Stan as the provider of the family, which made the movie more dramatic and realistic.As an audience, it is an eye-opener to the public of the situation and life of people during 1970s. It made me realize that people like Stan tried to be contented with their life as they anesthetized themselves from their situation to make their bodies work and think only for the betterment of their family even with no luxury and lesser necessities.Work CitedBurnett, Charles. Killer of Sheep. 1977.

Chapter 6 Talons and Tea Leaves

When Harry, Ron, and Hermione entered the Great Hall for breakfast the next day, the first thing they saw was Draco Malfoy, who seemed to be entertaining a large group of Slytherins with a very funny story. As they passed, Malfoy did a ridiculous impression of a swooning fit and there was a roar of laughter. â€Å"Ignore him,† said Hermione, who was right behind Harry. â€Å"Just ignore him, it's not worth it†¦Ã¢â‚¬  â€Å"Hey, Potter!† shrieked Pansy Parkinson, a Slytherin girl with a face like a pug. â€Å"Potter! The Dementors are coming, Potter! Woooooooooo!† Harry dropped into a seat at the Gryffindor table, next to George Weasley. â€Å"New third-year course schedules,† said George, passing then, over. â€Å"What's up with you, Harry?† â€Å"Malfoy,† said Ron, sitting down on George's other side and glaring over at the Slytherin table. George looked up in time to see Malfoy pretending to faint with terror again. â€Å"That little git,† he said calmly. â€Å"He wasn't so cocky last night when the Dementors were down at our end of the train. Came running into our compartment, didn't he, Fred?† â€Å"Nearly wet himself,† said Fred, with a contemptuous glance at Malfoy. â€Å"I wasn't too happy myself,† said George. â€Å"They're horrible things, those Dementors†¦Ã¢â‚¬  â€Å"Sort of freeze your insides, don't they?† said Fred. â€Å"You didn't pass out, though, did you?† said Harry in a low voice. â€Å"Forget it, Harry,† said George bracingly. â€Å"Dad had to go out to Azkaban one time, remember, Fred? And he said it was the worst place he'd ever been, he came back all weak and shaking†¦They suck the happiness out of a place, Dementors. Most of the prisoners go mad in there.† â€Å"Anyway, we'll see how happy Malfoy looks after our first Quidditch match,† said Fred. â€Å"Gryffindor versus Slytherin, first game of the season, remember?† The only time Harry and Malfoy had faced each other in a Quidditch match, Malfoy had definitely come off worse. Feeling slightly more cheerful, Harry helped himself to sausages and fried tomatoes. Hermione was examining her new schedule. â€Å"Ooh, good, we're starting some new subjects today,† she said happily. â€Å"Hermione,† said Ron, frowning as he looked over her shoulder, â€Å"they've messed up your timetable. Look — they've got you down for about ten subjects a day. There isn't enough time.† â€Å"I'll manage. I've fixed it all with Professor McGonagall.† â€Å"But look,† said Ron, laughing, â€Å"see this morning? Nine o'clock, Divination. And underneath, nine o'clock, Muggle Studies. And –† Ron leaned closer to the timetable, disbelieving, â€Å"look — underneath that, Arithmancy, nine o'clock. I mean, I know you're good, Hermione, but no one's that good. How're you supposed to be in three classes at once?† â€Å"Don't be silly,† said Hermione shortly. â€Å"Of course I won't be in three classes at once.† â€Å"Well then –â€Å" â€Å"Pass the marmalade,† said Hermione. â€Å"But –â€Å" â€Å"Oh, Ron, what's it to you if my timetable's a bit full?† Hermione snapped. â€Å"I told you, I've fixed it all with Professor McGonagall.† Just then, Hagrid entered the Great Hall. He was wearing his long moleskin overcoat and was absent-mindedly swinging a dead polecat from one enormous hand. â€Å"All righ'?† he said eagerly, pausing on his way to the staff table. â€Å"Yer in my firs' ever lesson! Right after lunch! Bin up since five getting' everthin' ready†¦hope it's OK†¦me, a teacher†¦hones'ly†¦Ã¢â‚¬  He grinned broadly at them and headed off to the staff table, still swinging the polecat. â€Å"Wonder what he's been getting ready?† said Ron, a note of anxiety in his voice. The Hall was starting to empty as people headed off towards their first lesson. Ron checked his schedule. â€Å"We'd better go, look, Divination's at the top of North Tower. It'll take us ten minutes to get there†¦Ã¢â‚¬  They finished breakfast hastily, said goodbye to Fred and George and walked back through the hall. As they passed the Slytherin table, Malfoy did yet another impression of a fainting fit. The shouts of laughter followed Harry into the Entrance Hall. The journey through the castle to North Tower was a long one. Two years at Hogwarts hadn't taught them everything about the castle, and they had never been inside North Tower before. â€Å"There's — got — to — be — a — short — cut,† Ron panted, as they climbed the seventh long staircase and emerged on an unfamiliar landing, where there was nothing but a large painting of a bare stretch of grass hanging on the stone wall. â€Å"I think it's this way,† said Hermione, peering down the empty passage to the right. â€Å"Can't be,† said Ron. â€Å"That's south. Look, you can see a bit of the lake outside the window†¦Ã¢â‚¬  Harry was watching the painting. A fat, dappled-gray pony had just ambled onto the grass and was grazing nonchalantly. Harry was used to the subjects of Hogwarts paintings moving around and leaving their frames to visit each other, but he always enjoyed watching them. A moment later, a short, squat knight in a suit of armour had clanked into the picture after his pony. By the look of the grass stains on his metal knees, he had just fallen off. â€Å"Aha!† he yelled, seeing Harry, Ron and Hermione. â€Å"What villains are these, that trespass upon my private lands! Come to scorn at my fall, perchance? Draw, you knaves, you dogs!† They watched in astonishment as the little knight tugged his sword out of its scabbard and began brandishing it violently, hopping up and down in rage. But the sword was too long for him; a particularly wild swing made him overbalance, and he landed facedown in the grass. â€Å"Are you all right?† said Harry, moving closer to the picture. â€Å"Get back, you scurvy braggart! Back, you rogue!† The knight seized his sword again and used it to push himself back up, but the blade sank deeply into the grass and, though he pulled with all his might, he couldn't get it out again. Finally, he had to flop back down onto the grass and push up his visor to mop his sweating face. â€Å"Listen,† said Harry, taking advantage of the knight's exhaustion, â€Å"we're looking for the North Tower. You don't know the way, do you?† â€Å"A quest!† The knight's rage seemed to vanish instantly. He clanked to his feet and shouted, â€Å"Come follow me, dear friends, and we shall find our goal, or else shall perish bravely in the charge!† He gave the sword another fruitless tug, tried and failed to mount the fat pony, gave up, and cried, â€Å"On foot then, good sirs and gentle lady! On! On!† And he ran, clanking loudly, into the left side of the frame and out of sight. They hurried after him along the corridor, following the sound of his armor. Every now and then they spotted him running through a picture ahead. â€Å"Be of stout heart, the worst is yet to come!† yelled the knight, and they saw him reappear in front of an alarmed group of women in crinolines, whose picture hung on the wall of a narrow spiral staircase. Puffing loudly, Harry, Ron, and Hermione climbed the tightly spiraling steps, getting dizzier and dizzier, until at last they heard the murmur of voices above them and knew they had reached the classroom. â€Å"Farewell!† cried the knight, popping his head into a painting of some sinister-looking monks. â€Å"Farewell, my comrades-in-arms! If ever you have need of noble heart and steely sinew, call upon Sir Cadogan!† â€Å"Yeah, we'll call you,† muttered Ron as the knight disappeared, â€Å"if we ever need someone mental.† They climbed the last few steps and emerged onto a tiny landing, where most of the class was already assembled. There were no doors off this landing, but Ron nudged Harry and pointed at the ceiling, where there was a circular trapdoor with a brass plaque on it. â€Å"‘Sibyll Trelawney, Divination teacher,'† Harry read. â€Å"How're we supposed to get up there?† As though in answer to his question, the trapdoor suddenly opened, and a silvery ladder descended right at Harry's feet. Everyone got quiet. â€Å"After you,† said Ron, grinning, so Harry climbed the ladder first. He emerged into the strangest-looking classroom he had ever seen. In fact, it didn't look like a classroom at all, more like a cross between someone's attic and an old-fashioned tea shop. At least twenty small, circular tables were crammed inside it, all surrounded by chintz armchairs and fat little poufs. Everything was lit with a dim, crimson light; the curtains at the windows were all closed, and the many lamps were draped with dark red scarves. It was stiflingly warm, and the fire that was burning under the crowded mantelpiece was giving off a heavy, sickly sort of perfume as it heated a large copper kettle. The shelves running around the circular walls were crammed with dusty-looking feathers, stubs of candles, many packs of tattered playing cards, countless silvery crystal balls, and a huge array of teacups. Ron appeared at Harry's shoulder as the class assembled around them, all talking in whispers. â€Å"Where is she?† Ron said. A voice came suddenly out of the shadows, a soft, misty sort of voice. â€Å"Welcome,† it said. â€Å"How nice to see you in the physical world at last.† Harry's immediate impression was of a large, glittering insect. Professor Trelawney moved into the firelight, and they saw that she was very thin; her large glasses magnified her eyes to several times their natural size, and she was draped in a gauzy spangled shawl. Innumerable chains and beads hung around her spindly neck, and her arms and hands were encrusted with bangles and rings. â€Å"Sit, my children, sit,† she said, and they all climbed awkwardly into armchairs or sank onto poufs. Harry, Ron, and Hermione sat themselves around the same round table. â€Å"Welcome to Divination,† said Professor Trelawney, who had seated herself in a winged armchair in front of the fire. â€Å"My name is Professor Trelawney. You may not have seen me before. I find that descending too often into the hustle and bustle of the main school clouds my Inner Eye.† Nobody said anything to this extraordinary pronouncement. Professor Trelawney delicately rearranged her shawl and continued, â€Å"So you have chosen to study Divination, the most difficult of all magical arts. I must warn you at the outset that if you do not have the Sight, there is very little I will be able to teach you†¦Books can take you only so far in this field†¦Ã¢â‚¬  At these words, both Harry and Ron glanced, grinning, at Hermione, who looked startled at the news that books wouldn't be much help in this subject. â€Å"Many witches and wizards, talented though they are in the area of loud bangs and smells and sudden disappearings, are yet unable to penetrate the veiled mysteries of the future,† Professor Trelawney went on, her enormous, gleaming eyes moving from face to nervous face. â€Å"It is a Gift granted to few. You, boy,† she said suddenly to Neville, who almost toppled off his pouf. â€Å"Is your grandmother well?† â€Å"I think so,† said Neville tremulously. â€Å"I wouldn't be so sure if I were you, dear,† said Professor Trelawney, the firelight glinting on her long emerald earrings. Neville gulped. Professor Trelawney continued placidly. â€Å"We will be covering the basic methods of Divination this year. The first term will be devoted to reading the tea leaves. Next term we shall progress to palmistry. By the way, my dear,† she shot suddenly at Parvati Patil, â€Å"beware a red-haired man.† Parvati gave a startled look at Ron, who was right behind her and edged her chair away from him. â€Å"In the second term,† Professor Trelawney went on, â€Å"we shall progress to the crystal ball — if we have finished with fire omens, that is. Unfortunately, classes will be disrupted in February by a nasty bout of flu. I myself will lose my voice. And around Easter, one of our number will leave us for ever.† A very tense silence followed this pronouncement, but Professor Trelawney seemed unaware of it. â€Å"I wonder, dear,† she said to Lavender Brown, who was nearest and shrank back in her chair, â€Å"if you could pass me the largest silver teapot?† Lavender, looking relieved, stood up, took an enormous teapot from the shelf, and put it down on the table in front of Professor Trelawney. â€Å"Thank you, my dear. Incidentally, that thing you are dreading — it will happen on Friday the sixteenth of October.† Lavender trembled. â€Å"Now, I want you all to divide into pairs. Collect a teacup from the shelf, come to me, and I will fill it. Then sit down and drink, drink until only the dregs remain. Swill these around the cup three times with the left hand, then turn the cup upside down on its saucer, wait for the last of the tea to drain away, then give your cup to your partner to read. You will interpret the patterns using pages five and six of Unfogging the Future. I shall move among you, helping and instructing. Oh, and dear,† — she caught Neville by the arm as he made to stand up, â€Å"after you've broken your first cup, would you be so kind as to select one of the blue patterned ones? I'm rather attached to the pink.† Sure enough, Neville had no sooner reached the shelf of teacups when there was a tinkle of breaking china. Professor Trelawney swept over to him holding a dustpan and brush and said, â€Å"One of the blue ones, then, dear, if you wouldn't mind†¦thank you†¦Ã¢â‚¬  When Harry and Ron had had their teacups filled, they went back to their table and tried to drink the scalding tea quickly. They swilled the dregs around as Professor Trelawney had instructed, then drained the cups and swapped over. â€Å"Right,† said Ron as they both opened their books at pages five and six. â€Å"What can you see in mine?† â€Å"A load of soggy brown stuff,† said Harry. The heavily perfumed smoke in the room was making him feel sleepy and stupid. â€Å"Broaden your minds, my dears, and allow your eyes to see past the mundane!† Professor Trelawney cried through the gloom. Harry tried to pull himself together. â€Å"Right, you've got a crooked sort of cross†¦Ã¢â‚¬  He consulted Unfogging the Future. â€Å"That means you're going to have ‘trials and suffering' — sorry about that — but there's a thing that could be the sun. Hang on†¦that means ‘great happiness'†¦so you're going to suffer but be very happy†¦Ã¢â‚¬  â€Å"You need your Inner Eye tested, if you ask me,† said Ron, and they both had to stifle their laughs as Professor Trelawney gazed in their direction. â€Å"My turn†¦Ã¢â‚¬  Ron peered into Harry's teacup, his forehead wrinkled with effort. â€Å"There's a blob a bit like a bowler hat,† he said. â€Å"Maybe you're going to work for the Ministry of Magic†¦Ã¢â‚¬  He turned the teacup the other way up. â€Å"But this way it looks more like an acorn†¦what's that?† He scanned his copy of Unfogging the Future. â€Å"‘A windfall, unexpected gold.' Excellent, you can lend me some. And there's a thing here,† he turned the cup again, â€Å"that looks like an animal†¦yeah, if that was its head†¦it looks like a hippo†¦no, a sheep†¦Ã¢â‚¬  Professor Trelawney whirled around as Harry let out a snort of laughter. â€Å"Let me see that, my dear,† she said reprovingly to Ron, sweeping over and snatching Harry's cup from him. Everyone went quiet to watch. Professor Trelawney was staring into the teacup, rotating it counterclockwise. â€Å"The falcon†¦my dear, you have a deadly enemy.† â€Å"But everyone knows that,† said Hermione in a loud whisper. Professor Trelawney stared at her. â€Å"Well, they do,† said Hermione. â€Å"Everybody knows about Harry and You-Know-Who.† Harry and Ron stared at her with a mixture of amazement and admiration. They had never heard Hermione speak to a teacher like that before. Professor Trelawney chose not to reply. She lowered her huge eyes to Harry's cup again and continued to turn it. â€Å"The club†¦an attack. Dear, dear, this is not a happy cup†¦Ã¢â‚¬  â€Å"I thought that was a bowler hat,† said Ron sheepishly. â€Å"The skull†¦danger in your path, my dear†¦Ã¢â‚¬  Everyone was staring, transfixed, at Professor Trelawney, who gave the cup a final turn, gasped, and then screamed. There was another tinkle of breaking china; Neville had smashed his second cup. Professor Trelawney sank into a vacant armchair, her glittering hand at her heart and her eyes closed. â€Å"My dear boy — my poor dear boy — no — it is kinder not to say — no — don't ask me†¦.† â€Å"What is it, Professor?† said Dean Thomas at once. Everyone had got to their feet, and slowly they crowded around Harry and Ron's table, pressing close to Professor Trelawney's chair to get a good look at Harry's cup. â€Å"My dear,† Professor Trelawney's huge eyes opened dramatically, â€Å"you have the Grim.† â€Å"The what?† said Harry. He could tell that he wasn't the only one who didn't understand; Dean Thomas shrugged at him and Lavender Brown looked puzzled, but nearly everybody else clapped their hands to their mouths in horror. â€Å"The Grim, my dear, the Grim!† cried Professor Trelawney, who looked shocked that Harry hadn't understood. â€Å"The giant, spectral dog that haunts churchyards! My dear boy, it is an omen — the worst omen — of death!† Harry's stomach lurched. That dog on the cover of Death Omens in Flourish and Blotts — the dog in the shadows of Magnolia Crescent†¦Lavender Brown clapped her hands to her mouth too. Everyone was looking at Harry, everyone except Hermione, who had gotten up and moved around to the back of Professor Trelawney's chair. â€Å"I don't think it looks like a Grim,† she said flatly. Professor Trelawney surveyed Hermione with mounting dislike. â€Å"You'll forgive me for saying so, my dear, but I perceive very little aura around you. Very little receptivity to the resonances of the future.† Seamus Finnigan was tilting his head from side to side. â€Å"It looks like a Grim if you do this,† he said, with his eyes almost shut, â€Å"but it looks more like a donkey from here,† he said, leaning to the left. â€Å"When you've all finished deciding whether I'm going to die or not!† said Harry, taking even himself by surprise. Now nobody seemed to want to look at him. â€Å"I think we will leave the lesson here for today,† said Professor Trelawney in her mistiest voice. â€Å"Yes†¦please pack away your things†¦Ã¢â‚¬  Silently the class took their teacups back to Professor Trelawney, packed away their books, and closed their bags. Even Ron was avoiding Harry's eyes. â€Å"Until we meet again,† said Professor Trelawney faintly, â€Å"fair fortune be yours. Oh, and dear,† — she pointed at Neville, â€Å"you'll be late next time, so mind you work extra-hard to catch up.† Harry, Ron, and Hermione descended Professor Trelawney's ladder and the winding stair in silence, then set off for Professor McGonagall's Transfiguration lesson. It took them so long to find her classroom that, early as they had left Divination, they were only just in time. Harry chose a seat right at the back of the room, feeling as though he were sitting in a very bright spotlight; the rest of the class kept shooting furtive glances at him, as though he were about to drop dead at any moment. He hardly heard what Professor McGonagall was telling them about Animagi (wizards who could transform at will into animals), and wasn't even watching when she transformed herself in front of their eyes into a tabby cat with spectacle markings around her eyes. â€Å"Really, what has got into you all today?† said Professor McGonagall, turning back into herself with a faint pop, and staring around at them all. â€Å"Not that it matters, but that's the first time my transformation's not got applause from a class.† Everybody's heads turned toward Harry again, but nobody spoke. Then Hermione raised her hand. â€Å"Please, Professor, we've just had our first Divination class, and we were reading the tea leaves, and –â€Å" â€Å"Ah, of course,† said Professor McGonagall, suddenly frowning. â€Å"There is no need to say any more, Miss Granger. Tell me, which of you will be dying this year?† Everyone stared at her. â€Å"Me,† said Harry, finally. â€Å"I see,† said Professor McGonagall, fixing Harry with her beady eyes. â€Å"Then you should know, Potter, that Sibyll Trelawney has predicted the death of one student a year since she arrived at this school. None of them has died yet. Seeing death omens is her favorite way of greeting a new class. If it were not for the fact that I never speak ill of my colleagues –† Professor McGonagall broke off, and they saw that her nostrils had gone white. She went on, more calmly, â€Å"Divination is one of the most imprecise branches of magic. I shall not conceal from you that I have very little patience with it. True Seers are very rare, and Professor Trelawney†¦Ã¢â‚¬  She stopped again, and then said, in a very matter-of-fact tone, â€Å"You look in excellent health to me, Potter, so you will excuse me if I don't let you off homework today. I assure you that if you die, you need not hand it in.† Hermione laughed. Harry felt a bit better. It was harder to feel scared of a lump of tea leaves away from the dim red light and befuddling perfume of Professor Trelawney's classroom. Not everyone was convinced, however. Ron still looked worried, and Lavender whispered, â€Å"But what about Neville's cup?† When the Transfiguration class had finished, they joined the crowd thundering toward the Great Hall for lunch. â€Å"Ron, cheer up,† said Hermione, pushing a dish of stew toward him. â€Å"You heard what Professor McGonagall said.† Ron spooned stew onto his plate and picked up his fork but didn't start. â€Å"Harry,† he said, in a low, serious voice, â€Å"You haven't seen a great black dog anywhere, have you?† â€Å"Yeah, I have,† said Harry. â€Å"I saw one the night I left the Dursleys'.† Ron let his fork fall with a clatter. â€Å"Probably a stray,† said Hermione calmly. Ron looked at Hermione as though she had gone mad. â€Å"Hermione, if Harry's seen a Grim, that's — that's bad,† he said. â€Å"My — my uncle Bilius saw one and — and he died twenty-four hours later!† â€Å"Coincidence,† said Hermione airily, pouring herself some pumpkin juice. â€Å"You don't know what you're talking about!† said Ron, starting to get angry. â€Å"Grims scare the living daylights out of most wizards!† â€Å"There you are, then,† said Hermione in a superior tone. â€Å"They see the Grim and die of fright. The Grim's not an omen, it's the cause of death! And Harry's still with us because he's not stupid enough to see one and think, right, well, I'd better kick the bucket then!† Ron mouthed wordlessly at Hermione, who opened her bag, took out her new Arithmancy book, and propped it open against the juice jug. â€Å"I think Divination seems very woolly,† she said, searching for her page. â€Å"A lot of guesswork, if you ask me.† â€Å"There was nothing woolly about the Grim in that cup!† said Ron hotly. â€Å"You didn't seem quite so confident when you were telling Harry it was a sheep,† said Hermione coolly. â€Å"Professor Trelawney said you didn't have the right aura! You just don't like being bad at something for a change!† He had touched a nerve. Hermione slammed her Arithmancy book down on the table so hard that bits of meat and carrot flew everywhere. â€Å"If being good at Divination means I have to pretend to see death omens in a lump of tea leaves, I'm not sure I'll be studying it much longer! That lesson was absolute rubbish compared with my Arithmancy class!† She snatched up her bag and stalked away. Ron frowned after her. â€Å"What's she talking about?† he said to Harry. â€Å"She hasn't been to an Arithmancy class yet.† ****** Harry was pleased to get out of the castle after lunch. Yesterday's rain had cleared; the sky was a clear, pale gray, and the grass was springy and damp underfoot as they set off for their first ever Care of Magical Creatures class. Ron and Hermione weren't speaking to each other. Harry walked beside them in silence as they went down the sloping lawns to Hagrid's hut on the edge of the Forbidden Forest. It was only when he spotted three only-too-familiar backs ahead of them that he realized they must be having these lessons with the Slytherins. Malfoy was talking animatedly to Crabbe and Goyle, who were chortling. Harry was quite sure he knew what they were talking about. Hagrid was waiting for his class at the door of his hut. He stood in his moleskin overcoat, with Fang the boarhound at his heels, looking impatient to start. â€Å"C'mon, now, get a move on!† he called as the class approached. â€Å"Got a real treat for yeh today! Great lesson comin' up! Everyone here? Right, follow me!† For one nasty moment, Harry thought that Hagrid was going to lead them into the forest; Harry had had enough unpleasant experiences in there to last him a lifetime. However, Hagrid strolled off around the edge of the trees, and five minutes later, they found themselves outside a kind of paddock. There was nothing in there. â€Å"Everyone gather 'round the fence here!† he called. â€Å"That's it — make sure yeh can see — now, firs' thing yeh'll want ter do is open yer books –â€Å" â€Å"How?† said the cold, drawling voice of Draco Malfoy. â€Å"Eh?† said Hagrid. â€Å"How do we open our books?† Malfoy repeated. He took out his copy of The Monster Book of Monsters, which he had bound shut with a length of rope. Other people took theirs out too; some, like Harry, had belted their book shut; others had crammed them inside tight bags or clamped them together with binder clips. â€Å"Hasn' — hasn' anyone bin able ter open their books?† said Hagrid, looking crestfallen. The class all shook their heads. â€Å"Yeh've got ter stroke 'em,† said Hagrid, as though this was the most obvious thing in the world. â€Å"Look –â€Å" He took Hermione's copy and ripped off the Spellotape that bound it. The book tried to bite, but Hagrid ran a giant forefinger down its spine, and the book shivered, and then fell open and lay quiet in his hand. â€Å"Oh, how silly we've all been!† Malfoy sneered. â€Å"We should have stroked them! Why didn't we guess!† â€Å"I — I thought they were funny,† Hagrid said uncertainly to Hermione. â€Å"Oh, tremendously funny!† said Malfoy. â€Å"Really witty, giving us books that try and rip our hands off!† â€Å"Shut up, Malfoy,† said Harry quietly. Hagrid was looking downcast and Harry wanted Hagrid's first lesson to be a success. â€Å"Righ' then,† said Hagrid, who seemed to have lost his thread, â€Å"so — so yeh've got yer books an'†¦an'†¦now yeh need the Magical Creatures. Yeah. So I'll go an' get 'em. Hang on†¦Ã¢â‚¬  He strode away from them into the forest and out of sight. â€Å"God, this place is going to the dogs,† said Malfoy loudly. â€Å"That oaf teaching classes, my father'll have a fit when I tell him –â€Å" â€Å"Shut up, Malfoy,† Harry repeated. â€Å"Careful, Potter, there's a Dementor behind you –â€Å" â€Å"Oooooooh!† squealed Lavender Brown, pointing toward the opposite side of the paddock. Trotting toward them were a dozen of the most bizarre creatures Harry had ever seen. They had the bodies, hind legs, and tails of horses, but the front legs, wings, and heads of what seemed to be giant eagles, with cruel, steel-colored beaks and large, brilliantly, orange eyes. The talons on their front legs were half a foot long and deadly looking. Each of the beasts had a thick leather collar around its neck, which was attached to a long chain, and the ends of all of these were held in the vast hands of Hagrid, who came jogging into the paddock behind the creatures. â€Å"Gee up, there!† he roared, shaking the chains and urging the creatures toward the fence where the class stood. Everyone drew back slightly as Hagrid reached them and tethered the creatures to the fence. â€Å"Hippogriffs!† Hagrid roared happily, waving a hand at them. â€Å"Beau'iful, aren' they?† Harry could sort of see what Hagrid meant. Once you got over the first shock of seeing something that was half horse, half bird, you started to appreciate the Hippogriffs' gleaming coats, changing smoothly from feather to hair, each of them a different color: stormy gray, bronze, pinkish roan, gleaming chestnut, and inky black. â€Å"So,† said Hagrid, rubbing his hands together and beaming around, â€Å"if yeh wan' ter come a bit nearer†¦Ã¢â‚¬  No one seemed to want to. Harry, Ron, and Hermione, however, approached the fence cautiously. â€Å"Now, firs' thing yeh gotta know abou' Hippogriffs is, they're proud,† said Hagrid. â€Å"Easily offended, Hippogriffs are. Don't never insult one, 'cause it might be the last thing yeh do.† Malfoy, Crabbe, and Goyle weren't listening; they were talking in an undertone and Harry had a nasty feeling they were plotting how best to disrupt the lesson. â€Å"Yeh always wait fer the Hippogriff ter make the firs' move,† Hagrid continued. â€Å"It's polite, see? Yeh walk toward him, and yeh bow, an' yeh wait. If he bows back, yeh're allowed ter touch him. If he doesn' bow, then get away from him sharpish, 'cause those talons hurt.† â€Å"Right — who wants ter go first?† Most of the class backed farther away in answer. Even Harry, Ron, and Hermione had misgivings. The Hippogriffs were tossing their fierce heads and flexing their powerful wings; they didn't seem to like being tethered like this. â€Å"No one?† said Hagrid, with a pleading look. â€Å"I'll do it,† said Harry. There was an intake of breath from behind him, and both Lavender and Parvati whispered, â€Å"Oooh, no, Harry, remember your tea leaves!† Harry ignored them. He climbed over the paddock fence. â€Å"Good man, Harry!† roared Hagrid. â€Å"Right then — let's see how yeh get on with Buckbeak.† He untied one of the chains, pulled the gray Hippogriff away from its fellows, and slipped off its leather collar. The class on the other side of the paddock seemed to be holding its breath. Malfoy's eyes were narrowed maliciously. â€Å"Easy now, Harry,† said Hagrid quietly. â€Å"Yeh've got eye contact, now try not ter blink†¦Hippogriffs don' trust yeh if yeh blink too much†¦Ã¢â‚¬  Harry's eyes immediately began to water, but he didn't shut them. Buckbeak had turned his great, sharp head and was staring at Harry with one fierce orange eye. â€Å"Tha's it,† said Hagrid. â€Å"Tha's it, Harry†¦now, bow.† Harry didn't feel much like exposing the back of his neck to Buckbeak, but he did as he was told. He gave a short bow and then looked up. The Hippogriff was still staring haughtily at him. It didn't move. â€Å"Ah,† said Hagrid, sounding worried. â€Å"Right — back away, now, Harry, easy does it –â€Å" But then, to Harry's enormous surprise, the Hippogriff suddenly bent its scaly front knees and sank into what was an unmistakable bow. â€Å"Well done, Harry!† said Hagrid, ecstatic. â€Å"Right — yeh can touch him! Pat his beak, go on!† Feeling that a better reward would have been to back away, Harry moved slowly toward the Hippogriff and reached out toward it. He patted the beak several times and the Hippogriff closed its eyes lazily, as though enjoying it. The class broke into applause, all except for Malfoy, Crabbe, and Goyle, who were looking deeply disappointed. â€Å"Righ' then, Harry,† said Hagrid. â€Å"I reckon he migh' let yeh ride him!† This was more than Harry had bargained for. He was used to a broomstick; but he wasn't sure a Hippogriff would be quite the same. â€Å"Yeh climb up there, jus' behind the wing joint,† said Hagrid, â€Å"an' mind yeh don' pull any of his feathers out, he won' like that†¦Ã¢â‚¬  Harry put his foot on the top of Buckbeak's wing and hoisted himself onto its back. Buckbeak stood up. Harry wasn't sure where to hold on; everything in front of him was covered with feathers. â€Å"Go on, then!† roared Hagrid, slapping the Hippogriffs hindquarters. Without warning, twelve-foot wings flapped open on either side of Harry, he just had time to seize the Hippogriff around the neck before he was soaring upward. It was nothing like a broomstick, and Harry knew which one he preferred; the Hippogriff's wings beat uncomfortably on either side of him, catching him under his legs and making him feel he was about to be thrown off; the glossy feathers slipped under his fingers and he didn't dare get a stronger grip; instead of the smooth action of his Nimbus Two Thousand, he now felt himself rocking backward and forward as the hindquarters of the Hippogriff rose and fell with its wings. Buckbeak flew him once around the paddock and then headed back to the ground; this was the bit Harry had been dreading; he leaned back as the smooth neck lowered, feeling he was going to slip off over the beak, then felt a heavy thud as the four ill-assorted feet hit the ground. He just managed to hold on and push himself straight again. â€Å"Good work, Harry!† roared Hagrid as everyone except Malfoy, Crabbe, and Goyle cheered. â€Å"Okay, who else wants a go?† Emboldened by Harry's success, the rest of the class climbed cautiously into the paddock. Hagrid untied the Hippogriffs one by one, and soon people were bowing nervously, all over the paddock. Neville ran repeatedly backward from his, which didn't seem to want to bend its knees. Ron and Hermione practiced on the chestnut, while Harry watched. Malfoy, Crabbe, and Goyle had taken over Buckbeak. He had bowed to Malfoy, who was now patting his beak, looking disdainful. â€Å"This is very easy,† Malfoy drawled, loud enough for Harry to, hear him. â€Å"I knew it must have been, if Potter could do it†¦I bet you're not dangerous at all, are you?† he said to the Hippogriff. â€Å"Are you, you great ugly brute?† It happened in a flash of steely talons; Malfoy let out a high pitched scream and next moment, Hagrid was wrestling Buckbeak back into his collar as he strained to get at Malfoy, who lay curled in the grass, blood blossoming over his robes. â€Å"I'm dying!† Malfoy yelled as the class panicked. â€Å"I'm dying, look at me! It's killed me!† â€Å"Yer not dyin'!† said Hagrid, who had gone very white. â€Å"Someone help me — gotta get him outta here –â€Å" Hermione ran to hold open the gate as Hagrid lifted Malfoy easily. As they passed, Harry saw that there was a long, deep gash on Malfoy's arm; blood splattered the grass and Hagrid ran with him, up the slope toward the castle. Very shaken, the Care of Magical Creatures class followed at a walk. The Slytherins were all shouting about Hagrid. â€Å"They should sack him straight away!† said Pansy Parkinson, who was in tears. â€Å"It was Malfoy's fault!† snapped Dean Thomas. Crabbe and Goyle flexed their muscles threateningly. They all climbed the stone steps into the deserted entrance hall. â€Å"I'm going to see if he's okay!† said Pansy, and they all watched her run up the marble staircase. The Slytherins, still muttering about Hagrid, headed away in the direction of their dungeon common room; Harry, Ron, and Hermione proceeded upstairs to Gryffindor Tower. â€Å"You think he'll be all right?† said Hermione nervously. â€Å"Course he will. Madam Pomfrey can mend cuts in about a second,† said Harry, who had had far worse injuries mended magically by the nurse. â€Å"That was a really bad thing to happen in Hagrid's first class, though, wasn't it?† said Ron, looking worried. â€Å"Trust Malfoy to mess things up for him†¦Ã¢â‚¬  They were among the first to reach the Great Hall at dinnertime, hoping to see Hagrid, but he wasn't there. â€Å"They wouldn't fire him, would they?† said Hermione anxiously, not touching her steak-and-kidney pudding. â€Å"They'd better not,† said Ron, who wasn't eating either. Harry was watching the Slytherin table. A large group including Crabbe and Goyle was huddled together, deep in conversation. Harry was sure they were cooking up their own version of how Malfoy had been injured. â€Å"Well, you can't say it wasn't an interesting first day back,† said Ron gloomily. They went up to the crowded Gryffindor common room after dinner and tried to do the homework Professor McGonagall had given them, but all three of them kept breaking off and glancing out of the tower window. â€Å"There's a light on in Hagrid's window,† Harry said suddenly. Ron looked at his watch. â€Å"If we hurried, we could go down and see him. It's still quite early†¦Ã¢â‚¬  â€Å"I don't know,† Hermione said slowly, and Harry saw her glance at him. â€Å"I'm allowed to walk across the grounds,† he said pointedly. â€Å"Sirius Black hasn't got past the Dementors yet, has he?† So they put their things away and headed out of the portrait hole, glad to meet nobody on their way to the front doors, as they weren't entirely sure they were supposed to be out. The grass was still wet and looked almost black in the twilight. When they reached Hagrid's hut, they knocked, and a voice growled, â€Å"C'min.† Hagrid was sitting in his shirtsleeves at his scrubbed wooden table; his boarhound, Fang, had his head in Hagrid's lap. One look told them that Hagrid had been drinking a lot; there was a pewter tankard almost as big as a bucket in front of him, and he seemed to be having difficulty getting them into focus. â€Å"‘Spect it's a record,† he said thickly, when he recognized them. â€Å"Don' reckon they've ever had a teacher who lasted on'y a day before.† â€Å"You haven't been fired, Hagrid!† gasped Hermione. â€Å"Not yet,† said Hagrid miserably, taking a huge gulp of whatever was in the tankard. â€Å"But's only a matter o' time, I'n't, after Malfoy†¦Ã¢â‚¬  â€Å"How is he?† said Ron as they all sat down. â€Å"It wasn't serious, was it?† â€Å"Madam Pomfrey fixed him best she could,† said Hagrid dully, â€Å"but he's sayin' it's still agony†¦covered in bandages†¦moanin'†¦Ã¢â‚¬  â€Å"He's faking it,† said Harry at once. â€Å"Madam Pomfrey can mend anything. She regrew half my bones last year. Trust Malfoy to milk it for all it's worth.† â€Å"School gov'nors have bin told, o' course,† said Hagrid miserably. â€Å"They reckon I started too big. Shoulda left Hippogriffs fer later†¦one flobberworms or summat†¦Jus' thought it'd make a good firs' lesson's all my fault†¦Ã¢â‚¬  â€Å"It's all Malfoy's fault, Hagrid!† said Hermione earnestly. â€Å"We're witnesses,† said Harry. â€Å"You said Hippogriffs attack if you insult them. It's Malfoy's problem that he wasn't listening. We'll tell Dumbledore what really happened.† â€Å"Yeah, don't worry, Hagrid, we'll back you up,† said Ron. Tears leaked out of the crinkled corners of Hagrid's beetle-black eyes. He grabbed both Harry and Ron and pulled them into a bone-breaking hug. â€Å"I think you've had enough to drink, Hagrid,† said Hermione firmly. She took the tankard from the table and went outside to empty it. â€Å"Ah, maybe she's right,† said Hagrid, letting go of Harry and Ron, who both staggered away, rubbing their ribs. Hagrid heaved himself out of his chair and followed Hermione unsteadily outside. They heard a loud splash. â€Å"What's he done?† said Harry nervously as Hermione came back in with the empty tankard. â€Å"Stuck his head in the water barrel,† said Hermione, putting the tankard away. Hagrid came back, his long hair and beard sopping wet, wiping the water out of his eyes. â€Å"That's better,† he said, shaking his head like a dog and drenching them all. â€Å"Listen, it was good of yeh ter come an' see me, I really –â€Å" Hagrid stopped dead, staring at Harry as though he'd only just realized he was there. â€Å"WHAT D'YEH THINK YOU'RE DOIN', EH?† he roared, so suddenly that they jumped a foot in the air. â€Å"YEH'RE NOT TO GO WANDERIN' AROUND AFTER DARK, HARRY! AN, YOU TWO! LETTIN' HIM!† Hagrid strode over to Harry, grabbed his arm, and pulled him to the door. â€Å"C'mon!† Hagrid said angrily. â€Å"I'm takin' yer all back up ter school an' don' let me catch yeh walkin' down ter see me after dark again. I'm not worth that!†

Nestle Group

Management On Nestle International Ltd MGT: 141 Principal of management Prepared For: Afrins farid Assistant Professor Faculty, Business Administration Prepaid By: Km Iftakharul huq| 12310527| Nusrat jahan| 12310305| Estiaq hasan| 12310312| Israt sharmin| 12310217| Farzana sultana| 12310219| Rakib hasan| 12310532| University of Information Technology & Science (UITS) Contents December, 12, 2012 To, Afrins farid Assistant Professor Faculty, Business Administration University Of Information Technology & ScienceSubject: Submission of a report. Dear Madam, With due regards and respect we state that we are very thankful to you as you assigned us this report on ‘’Management in Nestle International Ltd’’. it is a great opportunity for us to acquire the theoretical & practical knowledge about five functions of management in Nestle International Ltd which is a reputed multinational organization . we have tried our best to gather what we believe to be The most comple te information available. Sincerely THE MANAGER 2. HistoryNestle – the world's largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence: Nestle covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. We are also a major producer of pet food. In most of these product groups and in most markets, Nestle is the leader or at least a strong number two. We are a very focused Company, with more than 94 percent of the sales coming from the food and beverage sector.Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Many of our brand names are familiar to you: Nescafe, Nido, Maggi, Polo, Smartest, Milo, Perrier, Friskies, KitKat, Crunch†¦. S ome of our products have broken records: 3,000 cups of Nescafe are consumed every second. and KitKat merited an entry in the Guinness Book of World Records as the world's best-selling chocolate bar with 418 KitKat fingers eaten every second around the world!Nestle management provided their employees functionally with good environment, they also influences their employees various facilities like Healthy Salaries, increments. We are acquired more experience to research and analysis this report, that help us future job performance. We create this by Microsoft office 2007. Finally, we thanked those people who are help through valuable information of as. Also thanks our honorable Teacher Afrins farid for her guideline 2. 1Background of the Report: Management is a phenomenon.It is a very popular and widely used term. All organization are involved in management because it helps and directs the various efforts towards a definite purpose. We are student of BBA program, our principal of manag ement Afrins Farid Assigned as to prepare a report on ’Management in Nestle International Ltd’’. We have made a survey for required information in Nestle official site in net. We have selected our topics as ’Management in Nestle International Ltd’’. We have prepared our report on December 07, 2012 which will be submitted by December 12, 2012. . 1. 2Objective: The report aims to provide information on suggest more valuable information a report on ‘Management on Nestle International Ltd’. The objective of Nestle is to gain more market share and become the global market leader in the Food and Nutrition industry. The company has to experience a hardship in order to sustain that position especially to stay ahead of Cadbury. It is because that Cadbury is being acquired by Kraft food which is the world leader in the chocolate business.Nestle's business objective, and that of management and employees at all levels, is to manufacture and market the Company’s products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, business partners and the large number of national economies in which Nestle operates; 1. 2 Management. Objectives: The report aims to provide 3Primary employee motivated effected by the Nestle International Ltd though information on suggest more valuable information to how the 1. 2. 1Scope of the study:There is a certain boundary to cover this report. Our particular report only covers on how the ‘Management on Nestle International Ltd’. we mainly focus five function of business ; managerial skills. 1. 2. 2. Limitation of the study: We are lucky enough to get change to prepare a report on ‘Management on Nestle International Ltd’. We tried heart ; soul to purpose a well-informed a report. But unfortunates we faced some difficulties’ when preparing this report. We tried to overcome the difficulties. In spite of trying our level best some difficulties that hamper our schedule report work.The employee of regional office of Bangladesh was too busy of their work. For this, they did not sufficient time to fulfill our queries and some of them neglected us to support. 1. 2. 3. Difficulty in collecting data: Many employers of the organization were not well known about all information that we asked them. Many of them also hesitated to answer the questions. These things humped the information collection. 1. INTRODUCTION Nestle with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestle and is today the world's leading nutrition, health and wellness  Company.Sales for 2007 were CHF 107. 6 ban, with a net profit of CHF  10. 6 bn. We employ around 276  050 people and have factories or operations in almost every country in the world. The Company's strategy is guided by several fundamental principles. Nestle's existing products grow through innovation and renovation while m aintaining a balance in geographic activities and product lines. Long-term potential is never sacrificed for short-term performance. The Company's priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives.The Nestle Addresses navigation at the top of this page will give you access to Nestle offices and websites around the world. We demonstrate through our way of doing business in all the countries where we are present a deep understanding of the local nature of nutrition, health and wellness; we know that there is no one single product for everyone – our products are tailored to suit tastes and habits wherever you are. 1. 1Nestle at a glance: Nestle S. A. Industry Food processing Founded Anglo-Swiss Condensed Milk Company (1866) Ferine Lactee Henri Nestle (1867)Nestle and Anglo-Swiss Condensed Milk Company (1905) Founder(s) Henri Nestle, Charles Page, George Page * Henri Nestle endowed his company with the symbol derived from his name. His family coat of arms, the nest with a mother bird * protecting her young, became the Company's logo and a symbol of the Company's care * and attitude to life-long nutrition. The Nestle nest represents the nourishment, security and sense of family that are so essential to life. * Headquarters Vevey, Switzerland * Area served Worldwide * Key people Peter Brabeck-Letmathe (Chairman)Paul Bulcke (CEO) * Products Baby food, coffee, dairy products, breakfast cereals, confectionery, bottled water, ice cream, pet foods) * Revenue CHF 83. 64  billion (2011) * Operating income CHF 12. 53  billion (2011) * Profit CHF 9. 487  billion (2011) * Total assets CHF 114. 09  billion (2011) * Total equity CHF 58. 27  billion (2011) * Employees 328,000 (2012) * Website www. nestle. com 1. 1. 2 KEY DATES 1866|   | Foundation of Anglo-Swiss Condensed Milk Co. | 1867|   | Henry Nestle's Infant cereal developed| 1905|   | Nestle and Anglo Swiss Condensed M ilk Co. new name after merger)| 1929|   | Merger with Peter, Cailler, Kohler Chocolats Suisses S. A. | 1934|   | Launch of Milo| 1938|   | Launch of Nescafe| 1947|   | Nestle Alimentana S. A. (New name after merger with Maggi)| 1948|   | Launch of Nestea and Nesquik| 1969|   | Vittel (initially equity interest only)| 1971|   | Merger with Ursina-Franck| 1973|   | Stouffer (with Lean Cuisine)| 1974|   | L'Oreal (associate)| 1977|   | Nestle S. A. (new company name)| |   | Alcon (2002: partial IPO)| | | | 1981|   | Galderma (joint venture with L’Oreal)| 1985|   | Carnation (with Coffee Mate and Friskies)| 986|   | Creation of Nestle Nespresso S. A. | 1988|   | Buitoni-Perugina, Rowntree (with Kit Kat)| 1990|   | Cereal Partners Worldwide (joint venture with General Mills)| 1991|   | Beverage Partners Worldwide (joint venture with Coca-Cola)| 1992|   | Perrier (with Poland Spring)| 1993|   | Creation of Nestle Sources Internationals (2002: N estle Waters)| 1997|   | Creation of Nutrition Strategic Business Division (2006: Nestle Nutrition)| 1998|   | San Pellegrino and Spillers Pet foods| |   | Launch of Nestle Pure Life | 2000|   | Power Bar| 2001|   | Ralston Purina| 2002|   | Scholler and Chef America|   | Dairy Partners Americas (joint venture with Fonterra)|   |   | Laboratories inneov (joint venture with L’Oreal)| 2003|   | Move pick and Dreyer's| 2005|   | Wagner, Proteika and Musashi| 2006|   | Acquisition of Uncle Toby’s and Jenny Craig. Creation of Foodservices Strategic Business Division|   |   | Lactalis Nestle Produits Frais (associate)| |   | Jenny Craig, Uncle Toby’s and Delta Ice Cream| 2007|   | Acquisition of Novartis Medical Nutrition, Gerber and Henniez. |   |   | Re-launch of Foodservices as Nestle Professional. |   |   | Partnership with luxury chocolate maker Pierre Marcolini. 1. 1. 3 Vision Beyond sound nutrition, the future of foods wi ll increasingly be driven by science. Nestle scientists are looking ahead to the foods of the future. Nestle  R&D  is translating nutrition and food science in two ways: * From consumer needs into research priorities * From emerging science into consumer benefits, and services. The vision of Nestle  R&D  is long term. 1. 1. 4 Mission At Nestle, we believe that research can help us to make better food, so that people live better life. Good food is the primary source of good health, so we are trying to make good food.To provide fresh and pure products to the customers, we introduced (SHE) Safety, Health and environment policy to protect health of our employs and keep clean our surrounding environment. 3. Senior Management: The executive board, a distinct entity from the board of directors, includes: * Peter Brabeck-Letmathe, Chairman of the Board of Directors, Nestle S. A. * Paul Buckle, Chief Executive Officer, Nestle S. A. * Werner Bauer, Executive Vice President, Nestle S. A. , Chief Technology Officer, Head of Innovation, Technology, Research & Development * Friz van Dijk, Executive Vice President, Nestle S.A. Asia, Oceania, Africa, Middle East * Chris Johnson, Executive Vice President, Nestle S. A. United States of America, Canada, Latin America, Caribbean * Jose Lopez, Executive Vice President, Nestle S. A. Operations, GLOBE * John J. Harris, Executive Vice President, Nestle S. A. Chairman & CEO of Nestle Waters * Nandu Nandkishore, Executive Vice President, Nestle S. A. CEO of Nestle Nutrition * James Singh, Executive Vice President, Nestle S. A. Finance and Control, Legal, IP, Tax, Global Nestle Business Services * Laurent Freixe, Executive Vice President, Nestle S. A. Europe * PetraeaHeynike, Executive Vice President, Nestle S. A. Strategic Business Units, Marketing, Sales and Nespresso * Marc Caira, Deputy Executive Vice President, Nestle S. A. Head of Nestle Professional Strategic Business Division * Jean-Marc Duvoisin, Deputy Executive Vice P resident Nestle S. A. Head of Human Resources and Centre Administration * David P. Frick, Senior Vice President and ex officio Member of the Executive Board Brazil headquarters in Brooklin Novo, Sao Paulo According to a 2006 global survey of online consumers by the Reputation Institute, Nestle has a reputation score of 70. 4 on a scale of 1–100. . 1. Management of Nestle Management of Nestle believes in an open door policy and highly discourages bureaucracy in the operational process. The Organization offers an international and multicultural working climate which is conducive to creativity, innovation and the development of personality, and which gives new employees responsibility at an early stage of their career, and opportunities of fast development of high performers. Nestle is a human company where people are the most important asset and where they can develop their personality and skills to their own and their families' satisfaction.Nestle offers a competitive compensa tion package and social benefits in line with Nestle's commitment to high standards. In addition, the organization offers progressive development through on-going training throughout your career. Training possibilities are available to all staff. Nestle recently introduced e-learning in Bangladesh, a web-based programmed for self development. When joining Nestle, your training is not over – it is only just the beginning Management is defined as the process of setting and achieving goals through the execution of 5 basic management functions that utilize human, financial and material resources. Efficiently means using resources optimally / best possible use * Effectively means getting the things done/making right decision and implementation 4. PLANNING Planning of Nestle: Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc. ) and generating plans for action. * Decision Making and the Planning Process Stra tegic goals Strategic plans Tactical goals Operational goals Operational plans The organization’s mission The Environmental Context †¢ Purpose †¢ Premises †¢ Values †¢ Directions Tactical plansKinds of organization plan * Strategic Plans * A general plan outlining resource allocation, priorities, and action steps to achieve strategic goals. The plans are set by and for top management. * Tactical Plans * A plan aimed at achieving the tactical goals set by and for middle management. * Operational Plans * Plans that have a short-term focus. These plans are set by and for lower-level managers. 4. 1. 1 Time frame for planning * The Time Dimension of Planning * Is based on the principle of commitment. Planning must provide sufficient time to fulfill the managerial commitments involved. Long-range Plans * Cover present and future strategic issues; normally extend beyond five years in the future. * Intermediate Plans * Usually cover from 1 to 5 years and parallel tactical plans. * Are the principal focuses of organizational planning efforts. * Short-range Plans * Have a time frame of one year or less. * include action plans and reaction (contingency) plan 4. 1. 2Planning Staff * Planning staff personnel gather information, coordinate planning activities, and take a broader view than individual managers. * Planning Task Force * Created when the organization wants special circumstance addressed. * Board of Directors * Establishes corporate mission and strategy. May engage in strategic planning * Chief Executive Officer * Usually serves as president or chair of the board of directors. Has a major role in the planning process and implements the strategy 4. 1. 3. B arrier to goal setting and planning: 4. 1. 4Policies and strategies in the planning process * They give mid and lower-level managers a good idea of the future plans for each department in an organization. * A framework is created whereby plans and decisions are made. Mid and lower-leve l management may add their own plans to the business's strategies.. Organizing: (Implementation)pattern of relationships among workers, making optimum use of the resources required to enable the successful carrying out of plans. Nestle has a Board of Directors, led by our Chairman Peter Brabeck-Letmathe, who was the former Nestle CEO. There are 14 members of the Board of Directors. Full details of each member and the committees that they operate within can be found in our Board of Directors section. The day to day management of the Nestle business is taken care of by our Executive Board members.The 13 designated Board Members manage diverse parts of the global business and a full curriculum vital of each member can be found in the Executive Board section. In addition to how our managers carry out their work as leaders, Nestle pragmatically implements The following organizational principles: †¢ Being as decentralized as possible to optimally respond to the needs of consumers, wi thin the framework defined by our fundamental policies, strategic directions and operational efficiencies †¢ Ensuring collaboration of all Nestle businesses and compliance with Nestle principles, policies And standards (Nestle in the Market approach) Building and maintaining a structure which assures operational speed, with a strong focus on results and removing unnecessary obstacles. †¢ Establishing flat and flexible organizations with minimal levels of management and broad spans of control, which also enable people development. †¢ Setting a shared vision and common goals to leverage the strength of people and organizational alignment. †¢ Defining clear levels of responsibility. Teamwork does not affect the manager’s duty towards his/her people and business results . A team must always have a leader who assumes full responsibility 4. 2. 1.A Mutual commitment: Living up to the Nestle Management and Leadership Principles is a commitment and a responsibility for everyone in our Company. To be effective, engaging and inspiring, all Nestle people must â€Å"walk the talk† and lead by example in their daily work; in this context, actions speak louder than words. Therefore, at Nestle, in addition to professional skills – and regardless of origin, nationality, religion, race, gender, sexual orientation and age – the capacity and willingness to live up to these principles are the key criteria’s for progressing within the organization 5. Staffing:Job analysis, recruitment and hiring for appropriate jobs. Staffing involves: -Manpower planning -Recruitment selection ; placement -training ; development 5. 1. Training: Process of altering employee behavior ; attitudes in a way that increases the probability of goal attainment * The most common topics covered in cultural training include: Social| history | Politics| Business| customs| Economics| | | | | Training and development is the field which is concerned with organ izational activity aimed at bettering the performance of individuals and groups in organizational  settings.It has been known by several names, including  employee development,  human resource development, and  learning and development. Major types of cross-cultural training programs Environmental Briefings Cultural Orientation Language Training Cultural Assimilators Sensitivity Training Field Experience Orientation ; Training Programs at Nestle Formal Orientation Local Training International Training Literacy Training Nestle Apprenticeship ProgramInternational Training Nestle’s success in growing local companies in each country has been highly influenced by the functioning of its international Training Centre, Switzerland. International Training: Classes are carefully composed to include people with a range of geographic and functional backgrounds. Typically a class contains 15–20 nationalities. The Centre delivers some 70 courses. Attended by about 1700 manag ers each year from over 80 countries. Only 25% of the teaching is done by outside professionals, as the primary faculty is the Nestle senior management.Its providing services for over 30 years. Managers from around the world to learn from senior Nestle managers and from each other. Country managers decide who attends which course. The programs can be broadly divided into two groups: 1. Management courses 2. Executive courses Training and trainer around the world: Local 1. DMBP: Distribution Management Best Practice. Trainer: Anirban Basu, Nestle India. 2. FMBP: Field Management Best Practice. Trainer: Ziaul Hafiz, Nestle Bangladesh. 3. DMBP plus: Distribution Management Best Practice.Trainer: Anirban Basu, Nestle India. Managing Partner: Good to Better. Trainer: Anirban Basu, Nestle India. International 1. SDS: SAR (South Asian Region) Distributor Solution (Distribution Management System), Chennai, India, 2009. 5. 2Findings ; Recommendation Nestle said that from the factory floor to the top management, training at Nestle is continuous. And because it is mainly given by Nestle people, it is always relevant to your professional life. Approach is unique in many ways: * It reflects the company's decentralized nature.Whichever country you are working in, you will be given the knowledge and tools you need to respond to local needs * It encourages you to broaden your horizons, by working with people from many different countries and cultures in the course of your career For international assignment Preliminary Visits Preliminary trip of host country Accept or reject the assignment based on experience Language Training Host country language skills and adjustment: improves expatriate’s effectiveness and negotiating ability, info of host country, social support * Role of English language Knowledge of corporate language: a common company language –English Practical Assistance Adaptation to new environment, assist in relocation 6. Leading/directing: Determin ing what needs to be done in a situation and getting people to do it. Nestle managers at all levels are more with leading and inspiring people to add value to the Company and society rather than with exercising formal authority. This calls for a high personal commitment of each employee and a common mindset geared towards results. In an increasingly dynamic world, leaders face Significant challenges and opportunities.These stem from shifts to new social patterns and unprecedented worldwide competition. Achieving ongoing success requires that each Nestle leader understands the context and capitalizes on it, as described in the following principles: Lead to win †¢ Has built credibility as a result of coherent action, leadership and achievement. †¢ Is able to think from different perspectives and to create a climate of innovation. This implies openness to risk and the possibility of making mistakes, but also the willingness to correct and learn from them. †¢ Believes in the importance of alignment and management of expectations. Has broad interests, a good general Education, responsible behavior as well as a balanced lifestyle. Manage for results †¢ Embraces personal commitment and courage in execution. This includes the capacity and the willingness to take initiatives and risks while maintaining composure under pressure. †¢ Values proactive cooperation in order to create synergies at local, regional and global levels. †¢ Embraces change and is able to implement it and manage its consequences. †¢ Believes in achieving business objectives rooted in compliance and sustainable practices. Grow talent and teams Has a passion for building and sustaining an environment where people have a sense of personal commitment to their work and give their best to promote our Company’s success. †¢ Cares for and develops the leaders of tomorrow through addressing all areas that Allow them to progress in their work and to expand their c apabilities. †¢ Understands the importance of continuous learning and improvement, as well as sharing knowledge and ideas freely with others. †¢ Is committed to giving and receiving honest, accurate and timely feedback, including performance evaluation, in a climate of mutual respect . Believes in the importance of building diverse teams, and promotes the advantages of gender balance. Compete and connect externally †¢ Constantly looks for ways to satisfy our consumers and customers while attracting new ones in unique and compelling ways. †¢ Displays curiosity and open-mindedness as well as a high level of interest in other cultures and lifestyles. †¢ Believes in openness and dialogue with outside stakeholders about future trends in society, technology, consumer habits, and business opportunities. Understands the external impact of our operations and, as a result, proactively seeks to engage and partner with the community, authorities, shareholders and other stakeholders. Strategic leadership To force the businesses to become more efficent To crete a regional manufacturing network To integrate the company ‘s business on a global scale 7. Controlling/monitoring: * Types of Controls 1. Areas of Control 1. Physical resources—inventory management, quality control, and equipment control. 2. Human resources—selection and placement, training and development, performance appraisal, and compensation. . Information resources—sales and marketing forecasts, environmental analysis, public relations, production scheduling, and economic forecasting. 4. Financial resources—managing capital funds and cash flow, collection and payment of debts. Strategic control Structural control Operations control Financial control * The Purpose of Control 2. Control is one of the four basic management functions. The control function, in turn, has four basic purposes. Adapt to environmental change Limit the accumulation of error Contro l helps the organization Cope with organizational complexity Minimize costsSteps of controlling process: Establish standards Measure performance Compare performance against standards Maintain the status quo Correct the deviation Change standards Determine need for corrective action 2 1 4 3 Checking progress against plans. 1. The regulation of organizational activities so that some targeted element of performance remains within acceptable limits. 2. Provides organizations with indications of how well they are performing in relation to their goals. 3. Control provides a mechanism for adjusting performance to keep organizations moving in the right direction. Basic rolesCategory Role Example Interpersonal Figure head Leader Liaison Representing the org. Motivating employees Coordinating activities Informational Monitor Disseminator Spokesperson Scanning industry reports Sending memos Making speech Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Developing new i deas Resolving conflict Examining budgets Pursuing agreements * Interpersonal: roles that involve coordination and interaction with employees. * Informational: roles that involve handling, sharing, and analyzing information. * Decisional: roles that require decision-making. 8.Management skills: * Political: used to build a power base and establish connections. * Conceptual: used to analyze complex situations. A conceptual skill is the ability to imagine the integration and coordination of the parts of an organization – all its processes and systems. A manager needs conceptual skills to see how factors are interrelated, to understand the impact of any action on the other aspects of the organization and to plan long range. * Interpersonal: used to communicate, motivate, mentor and delegate. * Diagnostic: ability to visualize most appropriate response to a situation. Technical: Expertise in one's particular functional area. Technical skills are the knowledge of and ability to us e the processes, practices, techniques or tools of a specialty responsibility area. E. g. accountants, engineers, salespersons, etc. Implementation of policies and strategies * All policies and strategies must be discussed with all managerial personnel and staff. * Managers must understand where and how they can implement their policies and strategies. * A plan of action must be devised for each department. * Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes. * Assessments of progress ought to be carried out regularly by top-level managers. * A good environment and team spirit is required within the business. * The missions, objectives, strengths and weaknesses of each department must be analyzed to determine their roles in achieving the business's mission. * The forecasting method develops a reliable picture of the business's future environment. * A planning unit must be created to ensure that all plans are consist ent and that policies and strategies are aimed at achieving the same mission and objectives. . Levels of management Most organizations have three management levels: first-level, middle-level, and top-level managers. [These managers are classified in a hierarchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid. Each level is explained below in specifications of their different responsibilities and likely job titles. 9. 1. Top-level managers Consists of board of directors, president, vice-president, CEOs, etc. They are responsible for controlling and overseeing the entire organization.They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public. According to Lawrence S. Kleiman, the following skills are needed a t the top managerial level * Broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness. The role of the top management can be summarized as follows – * Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. * It prepares strategic plans ; policies for the enterprise. * It appoints the executive for middle level i. e. departmental managers. * It controls ; coordinates the activities of all the departments. * It is also responsible for maintaining a contact with the outside world. * It provides guidance and direction. * The top management is also responsible towards the shareholders for the performance of the enterprise. 9. 1. 1Middle-level managers Consist of general managers, branch managers and department managers.They are accountable to the top management for their department's function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance. Some of their functions are as follows: * Designing and implementing effective group and intergroup work and information systems. Defining and monitoring group-level performance indicators. * Diagnosing and resolving problems within and among work groups. * Designing and implementing reward systems supporting cooperative behavior. 9. 1. 2. First-level managers Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility of assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc.First-level managers are role models for employees that provide: * Basic supervision. * Motivation. * Career planning. * Performance feedback. Factors that influence a manager to fit in one of the style: * The task that is being undertaken * The traditions of the organization * The type of Labor Force * The size of the group * The personality of the Leader * Personalities * Time 10. The Nestle factories are operating in the region of: 1. Africa 2. America 3. Asia 4. Europe 5. Oceania Being a company dedicated to food from the beginning, Nestle remains ensitive to culinary and eating habits, and responds to specific nutritional problems, whilst also setting and matching new trends such as growing out-of-home consumption and caring about the wellbeing of its consumers. * Zone Asia, Oceania and Africa ; 6. 6% organic growth, strong performance in most emerging market s ; Japan continued to suffer deflation but achieved positive RIG, With good performances in Soluble coffee and Chocolate ; China slow due to product exchange in Dairy, but on improving trend ; South Asia, Africa and Middle East amongst the highlights 0. 1Nestle Focus in Bangladesh Nestle is the world's leading Nutrition, Health and Wellness Company. In Bangladesh we have Maggi noodles and soups, breakfast cereal, Nescafe, coffee mate, baby food, milk and a seasoning. However, worldwide we have more than 10000 products in different variants. As of today, we employ over 276,000 people across more than 500 state-of-the-art facilities around the world. But it was never our ambition to be the biggest at what we do – it was our ambition to be the best. That sums up what we mean by Nestle Focus.It means we also appreciate that size and success are nothing without the finer details – such as genuine care for our consumers, a commitment to our people and a wider sense of respo nsibility towards our customers, suppliers and our communities. When you work for us, you'll see the difference that makes at every stage. It will mean becoming part of an organization which can offer you subsidiary of Nestle S. A. whatever you want from your career. Nestle Bangladesh Limited started its first commercial production in Bangladesh in 1994. In 1998. Nestle S. A. ook over the remaining 40% share from our local partner when Nestle Bangladesh became a fully owned Nestle Bangladesh's vision is to be recognized as the most successful food and drink Company in Bangladesh, generating sustainable, profitable growth and continuously improving results to the benefit of shareholders and employees. Our factory is situated at Sripur, 55 km north of Dhaka, the factory produces instant noodles, cereals and repacks milks, soups, beverages and infant nutrition products. Today Nestle Bangladesh Ltd. is a strongly positioned organization.The Company will continue to grow through our poli cy of constant innovation and renovation, concentrating on our core competencies and our commitment to high quality, with the aim of providing the best quality food to the people of Bangladesh. In Bangladesh, Nestle started its operation in 1994 and its factory is situated in Sreepur, Gazipur. Nestle Bangladesh directly employs more than 650 people and more than 1000 people are employed by suppliers and distributors in connection to Nestle. Our products in Bangladesh are Nido, Nescafe, Maggi noodles and soup, breakfast Cereals, Coffee-Mate, Nestea, Nesfruta ,Nesfrappe and many more.Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Nestle is the world's largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence. Nestle covers nearly every field of nutrition: infant formula, m ilk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. Nestle is a focused company, with more than 94 percent of the sales coming from the food and beverage sector.Did you know 3,000 cups of Nescafe are consumed every second? KitKat merited an entry in the Guinness Book of World Records as the world's best-selling chocolate bar with 418 KitKat fingers eaten every second around the world! 10. 2 Selected awards, certifications and rankings * In May 2006, Nestle’s executive board decided to adapt the existing Nestle management systems to full conformity with the international standards ISO 14001 (Environmental Management Systems) and OHSAS 18001 (Occupational Health and Safety Management Systems), and to certify all Nestle factories against these standards by 2010.In the meanwhile a lot of the Nestle factories have obtained these certifications. For instance, Nestle’s three factories in Japan (H imeji factory: Hyogo Prefecture, Shimada factory: Shizuoka Prefecture and Kasumigaura factory: Ibaraki Prefecture) have each obtained ISO standard certifications: ISO14001, ISO 22000 (Food Safety Management Systems) and OHSAS 18001 as of the end of December, 2008. * In 2009, Nestle Waters earned a sixth LEED certification. The certification was given by the U. S. Green Building Council's Leadership in Energy and Environmental Design which the company become its first recipient.It highlights the environmentally conscious elements of the facility which enables them to receive the certification. * Nestle Purina received in 2010 the Malcolm Balding National Quality Award for their excellence in the areas of leadership, customer and market focus, strategic planning, process management, measurement, analysis and knowledge management, workforce focus and results * In September 2011, Nestle occupied 19th position in the Universal’s global ranking of Best Employers Worldwide. Accordin g to a survey by Universal Communications Nestle was in 2011 the best employer to work for in Switzerland. Based on independent research by the Corporate Research Foundation Institute, Nestle (South Africa) has been certified in 2011 as a Best Employer in South Africa. * Nestle USA has been recognized by Business Week magazine as one of the â€Å"Best Places to Launch a Career. † Business Week ranked Nestle USA #25 on their annual list of the best companies for new college graduates to launch their careers. * For the twelfth consecutive year, Fortune Magazine included in 2011 Nestle in their list of The 10 Most Admired Companies in the World. Nestle won in 2011 the Stockholm Industry Water Award for its leadership and performance to improve water management in its internal operations and throughout its supply chain. * The International Union of Food Science and Technology (IUFoST) honored Nestle in 2010 with the Global Food Industry Award. * In May 2011, Nestle won the 27th W orld Environment Center (WEC) Gold Medal award for its commitment to environmental sustainability. * In 2011, Nestle Malaysia won an award of the Association of Chartered Certified Accountants for their Sustainability Reporting. On 19 April 2012, The Great Place to Work ® Institute Canada mentioned Nestle Canada Inc. as one of the '50 Best Large and Multinational Workplaces' in Canada (with more than 1,000 employees working in Canada and/or worldwide). * In April 2012, Nestle obtained an A+ rating from the Global Reporting Initiative (GRI) for their global annual report on Creating Shared Value. To reach A+ the company provided new data in their annual report on a number of criteria such as human rights, diversity and gender, climate change, biodiversity and corruption.Nestle was the first food and Beverage Company to achieve an A+ rating from the GRI for a global sustainability report. * On 21 May 2012, Gartner published their annual Supply Chain Top 25, a list with global supply chain leaders. Nestle ranks 18th in the list. Address: Nestle Bangladesh Ltd. Address: Gulshan Tower, Plot # 31, Road # 53, Gulshan North C/A City:Dhaka Location:Gulshan Phone:+880-2-9882759 Ext-255 Category: Milk Products Produce: For tetra Ltd 9, Prince Street P. O. Box-92032 Oakland, Newlands Nestle consumer service Post box no-11037, Uttra,Dhaka Care line number: 01730637853 0800217777 e-mail:concumer. [email  protected] nestle. com

Definitions of Green Engineering Essay Example | Topics and Well Written Essays - 2250 words

Definitions of Green Engineering - Essay Example Green engineering is basically an attempt to find a why between complex engineering processes and the need of securing the environment. It can also be used a pedagogical tool by incorporating broader environmental issues into scientific analyses (Shonnard, Allen, Nguyen, Austin, and Hesketh 5453). Considering the importance of green engineering for environmental sustainability, most of the educational institutes have also started to incorporate a combination of green engineering principles and scientific training into engineering education. The aim is to make students and future engineers able to save the environment by adopting the concept of green engineering based on effective mathematic techniques and unique scientific principles. This paper describes three main conceptual frameworks of green engineering in detail to know the similarities and differences between them. The aim is to come up with a proper definition of green engineering based on which engineers can base their engin eering designs and plans. The thesis statement for the paper is, ‘Whatever conceptual framework is adopted for green engineering design, the underlying aim in all of them is to cater to the needs of the sustainable environment and those of the community’. ... To me, McDonough and Braungart, in Cradle to Cradle, seem to be emphasizing on the production of such products that are less harmful for the environment upon becoming useless for people. They speak for the concept of ‘upcycling’ and suggest designers to keep in mind the ecological compatibility, as well as the environmental consequences of products. However, designers need to put a great effort to meet all demands of the Cradle to Cradle framework. The reason is that, at present, there is not much emphasis on redesigning or restructuring the design and development processes and in order to go with the Cradle to Cradle framework, designers need to transform all processes of product design and development completely to make them compatible with the needs of sustainable environment. I would say that the aim of McDonough and Braungart in Cradle to Cradle is obviously to create and maintain the natural environment by minimizing the effects of industrial products when they bec ome useless. They have focused on the need to change the current system because it can produce disastrous effects for the ecosystem. Obviously, the aim of zero waste cannot be achieved under current system not only because of changing human needs and demands regarding products but also because of industrial processes of product development that produce waste some way or other. However, manufacturing of products in such a way that they can be recycled upon reaching maximum life can be a substitute for the aim of achieving zero waste (McDonough and Braungart 42). Therefore, engineers should adopt such methods of manufacturing that should make the products recyclable and eco-friendly. Anastas and Zimmerman, on the

The Life of King Tutankhamun Essay Example | Topics and Well Written Essays - 2000 words

The Life of King Tutankhamun - Essay Example Little is known of King Tut beyond his name, age, and the fact that he was a pharaoh king, but there is endless speculation surrounding him. Archaeologists have historically divided into opposing factions, each side failing to utilize hard evidence to support their claims for validity. There are differing opinions on his parentage, claim to the throne, religious beliefs, and most notably - the manner of his death. A careful examination of the clues and research leads to some, not all of the answers. On November 25, 1922 Howard Carter, Egyptologist and Lord Carnarvon accompanied by his daughter, Lady Evelyn Herbert were the first to glimpse into the tomb emblazoned with the name Nebkheprure-Tutankhamen3. After financing a long and expensive archeological dig, it certainly must have been with much relief that Lord Carnarvon breathed in the stale air of the most complete Pharaoh's tomb ever to be discovered. It was a ground-breaking discovery that owed much to the obscurity of King Tut's life. His tomb, once sealed was forgotten, placed beneath Ramses VI's tomb in an obscure corner of the Valley of the Kings4. At one time, workmen from the XX dynasty were housed in the shifting sands about King Tut's tomb5 proving that his existence was all but wiped away. Slightly more obscure than the location of his final resting p... At one time, workmen from the XX dynasty were housed in the shifting sands about King Tut's tomb5 proving that his existence was all but wiped away. Slightly more obscure than the location of his final resting place is the origin of Tutankhamen himself. The great uncertainties surrounding Tutankhamen are his obscure parentage and the manner of his death. His parentage is never clearly agreed upon because it is never clearly stated. King Tut's birth can be traced to the years between 34 and 35 of Amenophis III's reign6 and dating of the mummified remains assist in knowing how old King Tut was when he died7. This knowledge is useful in attempting to discover the identity of his parents. At the time of the reign of his predecessor Akhenaten, who was the leader of a great religious usurping records on the princes were not kept. Only the princesses were acknowledged in accordance with the beliefs of Aten, the chosen god of Akhenaten.8 This belief system in effect, clouds any written records that might have survived with Tutankhamen's treasure. Two artifacts did survive with his treasure, which serve as an obvious nudge in the correct direction of his parental lineage. "There was in the child king's tomb a small golden statuette showing Amenophis III crouching in the attitude of the solar child, as if to show his oneness with the son in whose flesh he would be reborn. This statuette, wrapped in linen and laid in a tiny coffin, was found beside a lock of Queen Tiye's hair touchingly enclosed like a mummy in its own little sarcophagus"9. Also, an alabaster pitcher with the couple's name is found elsewhere in the tomb along with various other artifacts from various members of the royal family who appear to be

Protagoras' Denial Essay Example | Topics and Well Written Essays - 250 words

Protagoras' Denial - Essay Example Lee noted that Aristotle criticized that this is where the principle of non-contradiction has been used as a critical accentuation to what Protagoras imposed (57). This could be due to the observation of Aristotle that the good and bad virtues, justice and injustices of Protagoras were found to be so much relative that it would already make the learners wonder which sides could be considered as true or false. Protagoras, indeed, has a unique way of teaching his own philosophy. However, his study could have been criticized because of time before where access of information is not the same with the modern technology. This would mean that philosophers before would depend on their insights and elaborative knowledge based on experience and observational skills. With this, Protagoras could be considered as intellectually smart because his assumptions that were previously criticized are now orthodoxically used as means of how people should be virtually wise in terms of knowing how to listen and accept

Changes To Be Considered Essay Example | Topics and Well Written Essays - 500 words

Changes To Be Considered - Essay Example I know you are a very busy person too but I am requesting if we can extend the meeting to 16th if it is okay with you. We are ready to hear your ideas and discussion regarding the above issues when we meet. I am confident that your knowledge and expertise are critical to this company, and all the co-workers, me included hope to benefit under your supervision. I am sure that you are aware that this company, Tech-Shield, has done well and is continuing to well. This is due to the hard work that we put as workers in the company. For example, I gave three presentations last quarter, all of them around the same time. The report discussed key aspects of financial corporate liability because the quarterly profits of the company had declined. We discussed a loss of $200,000 and how to improve our performance. The presentation was candid, and we suggested a form of conservation to curb expenses with Tech-Shield by installing auto-sensors for the lights, encouraging ride-sharing programs, and introducing a day care to help address the expectation of longer hours. I have some ideas to help solve the problems that I listed above. Scheduling is always a challenge, but perhaps meetings that coordinate travel expectations and additional hours might benefit all and eliminate miscommunications. We could have flexible weeks, instead of fifty hours a week; we could have employees’ alternate hours for each week. Some employees who had more time on a particular week could work more hours on that particular week and then work less on the following week. This can benefit everyone. We could add more employees. We could inform all of the employees about the daycare facilities and promote them. We already have these facilities, so there would be only a negligible affect on the budget. We could be more efficient by not training people to do new jobs. I hope you will understand and appreciate all of these ideas. You can implement all, or at least some of them, to good use. I am

Victorian Gothic and Gothic Revival Essay Example | Topics and Well Written Essays - 1500 words

Victorian Gothic and Gothic Revival - Essay Example He stressed a case of 'principle' not 'style' and presented rationalist, functionalist and moral principles into the architectural debate. Critic, John Ruskin, suggested that Gothic buildings surpassed other kinds of architecture because of the amount of effort and craftsmanship that was invested in decorating each stone. But many of these early gothic structures they referred to such as churches in the period 1130 to 1140s borrowed from Romanesque traditions (Wilson 2005 p.13) The word Gothic came into fashion when art critic Giorgio Vassari contemptuously equated medieval architecture to barbarism, a throwback to the Goths who invaded Rome (Britain Express 2007). There were certain characteristics of Gothic buildings that stood them apart from the rest. Some characteristics of Gothic styles evolved in time - stark vertical lines, high ceilings, small wall space, pointed door openings and windows and pointed arches (Frankl 2001 p.42). Neo-Gothic style or Gothic revival, originated from the Middle Ages and examples include Notre Dame Cathedral and Palace of Westminster. The main characteristics include flying buttresses, cathedral-style engravings and tall spires. Some of these features were used in a number of skyscrapers in the early 20th century up until 1930. Examples include: The Chicago Tribune Tower and the Woolworth Building (Richman 2006). The Early English period in architecture from 1190 to 1250 was characterized by pointed arches called lancet, used to span wide spaces and also above doorways. Lancet windows have no tracery and were much narrower than their height. Rather than a single large pillar, the columns were made of a group of shafts around a central column. The use of pointed arch walls allowed larger window openings and flying buttresses supported the high walls and vaulted stone roofs. Examples of Early English period styles include Lincoln Cathedral (1220) and Whitby Abbey. The Decorated Period in architecture from c.1290 to c.1350 was a development of the Early English style that was prevalent in the 13th century. The most important element that characterized this style was the window tracery. Intricately designed windows were sectioned by mullions, stretching up to the arched top of the window. The mullions then bifurcate and criss-cross, interconnecting to fill the upper portion of the window consisting of a web of intricate patterns called tracery. Interior rooms and spaces feature high columns supporting vaulted roofs. A number of British churches and cathedrals have the decorated style. One of the periods that sought to revive Gothic style architecture was the Victorian period (1837 to 1901). This was an era where style was a predominant factor in almost every sphere of life whether it was clothes or buildings. The Victorian style is often associated with Gothic style architecture of buildings, dark wood furniture, an abundant of ornaments in wealthy homes and a high culture in architecture, painting, music and sculpture. Original Gothic styles were widespread in the 12th to 16th centuries but from the 18th century Gothic revival art and architecture came into popular use with flying buttresses, pointed arches, the

The speed-up in the growth rate of the U.S. economy since 1995 Essay

The speed-up in the growth rate of the U.S. economy since 1995 - Essay Example This is opposed to a hard landing, which involves the slowing down of the economy without also causing a recession. Soft landings give economies the chance to improve themselves. It allows for moderate growth, but for low inflation. Hand-in-hand with the soft landing, the growth rate of the United States sped up due to business inventories rising relatively compared to sales. As well as the former, the costs of exporting goods and supplies to other countries have dropped considerably. In 1995, the Federal Reserve was not as active as it had been in previous years. At the beginning of 1995, it did raise interest rates, which pushed up the federal funds by half of a percentage, moving the rates to six percent. The interest rates dropped remarkably. The cut of the federal rates allowed them to decline, though they also leveled-off, rose a bit, but then declined once again. â€Å"Growth is no longer concentrated in consumption.† (Taylor) Investment in equipment grew, assisted by the expensing provisions of legislation, while orders and shipments data are signaling further gains. Interest rates have been the lowest since the 1960s, sparking a record pace of new home sales and allowing automakers to boost sales by offering generous financing and discounts. The productivity growth for 1995 was well ahead of the average it held between 1973 and 1995. A strong platform for expansion was set up by flexible labor, low inflation, goods and capitol markets, and the growth in productivity. The goal in this, to keep the growth rate increasing, involves adopting the right economic policies (Taylor). There are certain methods to be taken in to account when it comes to controlling something as growth rates of an economy, any economy. The amount of tax cuts and the decrease of unemployment has aided the growth rate of the United States economy. Prior to 1995, rates were unstable -

EESC LOG501 MOD 2 SLP Essay Example | Topics and Well Written Essays - 1000 words

EESC LOG501 MOD 2 SLP - Essay Example The chips and light snack industry is highly competitive and is characterized by stiff rivalry. With large competitors such as Kellogg, Kraft and General Mills increasing their activities in recent times, the snack industry has become a tough industry to play in (New York Times, 2012). The model Extended enterprise supply chain refers to a model of supply chain wherein it is extended to the sources of the raw materials. Davis and Spekman (2003) have been of the opinion that supply chains that extend beyond the enterprises are normally characterized by trust, shared vision, alignment and commitments among the parties involved. Furthermore, the authors (Davis and Spekman, 2003) have noted that extended enterprise supply chains should be externally oriented on processes, systems, and metrics of the chain. The key target for this type of supply chain should be the creation of value in the market place. The main aim for extended enterprise supply chain is to better align the supply chain along the process. Also, the business process improvements are aimed at identifying what improvements may be made to be effected system wide. The relationships created through these supply chains are normally cross organizational by nature (Davis and Spekman, 2003). ... The flow of supply chain of Frito Lay is as follows: Figure 1: Frito Lay Supply Chain model The company’s supply chain in light of the model However, in the context of the present study, extended enterprise supply chain model may also benefit Frito Lay just as it would do to any company. However, in order to come up with an extended enterprise supply chain model for Frito Lay it is imperative that we first determine the raw materials used by the company for the various products it manufactures and distributes as well as sells to its customers. Given the rich array of product offerings that Frito Lay has, it is nevertheless imperative that most of their products are made mainly out of potato, corn, wheat and flour. However, various flavours are added to these base ingredients to given them the final shape. Since the products Frito Lay specializes in are mainly light snacks served or had in between meals, it is also imperative that these products are characterized by heavy adver tising and promotion. Thus, packaging is one of the key ingredients for which they have to purchase materials of outside. Thus, there are many ingredients needed to come out with the final products that Frito Lay produces. A comprehensive list of all the most widely used products or key ingredients would be as follows: Potato Corn Wheat/Flour Nuts Tortilla Oil Onions and garlic Flavouring agents Now it may be noted that they have already started growing special potatoes exclusively for their chips. This obviously refers to an extended enterprise supply chain model that Frito Lay has already put in place. However, the details of what Frito Lay does in terms of growing potatoes is but backward integration and under this scheme they provide