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This was a homeword assignment from my Intro to Literary Studies. We had to choose a paragraph from Yellow Wallpaper and write a one page analysis of the story. 1-There are things in that paper that nobody knows but me, or ever will. 2-Behind that outside pattern the dim shapes get clearer every day. 3-It is always the same shape, only very numerous. 4-And it is like a woman stooping down and creeping about behind that pattern. I don’t like it a bit. I wonder — I begin to think — I wish John would take me away from here! My Response After studying and obsessing with the yellow wallpaper in a short period of time, she really believes the paper has hidden secrets only she can uncover. What may just be an intricate pattern to others, appears to be more defined than just being an inanimate object. 2The narrator’s close examination of the paper has her thinking that the more she stares and observes it, the more obvious the solution. She conceives there are two patterns, an outside and inside that can be argued as being a symbolic representation of sanity and insanity, which at this point of the story, she is brinking towards the insanity or outside norm.

It could also be seen as metaphoric between her husband’s theory that she isn’t sick, just tired and her fully believing she is sick. Like some believe we will see light at the end of our lives to follow, the narrator is seeing the outside pattern getting clearer each day she examines it. 3Continuing with the theory that she is being more insane than being normal, she can identify with the outside pattern being the same but at the same time, vague. Just like what’s going on inside of her as well as around her, everything seems to being sort of deja vu, but at a closer look, everything’s shifted.

She thinks she has it all figured out and begins to focus on the wallpaper and its own importance in her life. 4Although the narrator wants to have independence from John, their child, and Jennie, but gets paranoid about the wallpaper having human qualities when she is left alone. Who can blame her as she is being oppressed when she makes comments of being ill or her curiosity of the paper itself. Bibliography Yellow Wallpaper by Charlotte Perkins Gillman

Supply Chain Management and Lean Production Through-out the World The system of interconnected businesses used to push a product from supplier to consumer is defined as a supply chain. Supply chain management focuses on managing the supply chain in an effort to improve the quality and time it requires to manufacture a product. To implementing supply chain management, a helpful lean production practice called Just-in-time can be used to remove any waste present along the supply chain.

The marriage of lean production and supply chain management creates lean supply chain management, which provides a much leaner and more economical supply chain for the product to flow through. Much uncertainty about what supply chain management entails is present in today’s society. Many people treat supply chain management as being synonymous with logistics, which is the management of the flow of goods from the origin to the consumers (Lambert, 2008, p. 1). However, supply chain management encompasses much more than the purchasing or management of goods to the consumer.

Supply chain management (SCM), as defined by Lambert (2008), is the “management of relationships across the supply chain, which includes a network of interconnected businesses involved in providing a product or service to the consumer. ” A supply chain is defined as a system of organizations, as well as people and information, which are directly involved with the manufacture and delivery of a product (Phelps, Smith, Hoenes, 2004; “Supply Chain,” 2008). The supply chain includes the transformation of raw materials at the site of the supplier to finished goods that can be used by the consumer.

This paper reviews some of the advantages and potential disadvantages of lean production in the Japanese automotive industry. According to the experts, 2006 saw Toyota become the world’s largest automobile manufacturer in the world, knocking General Motors (GM) off the top spot. It is a big leap from the situation in 1950, when Toyota produced 11,706 units per annum compared to GE’s 8,000 units per day. Heavy operating losses have forced GM to downsize, whereas Toyota has its highly efficient manufacturing system to thank for its ongoing rise.

Adopting practices of lean production in the automotive industry reaps considerable financial and environmental rewards, but poses difficulties in making an impact on buyers in the prestige market. I’ll try weigh up the virtues of lean production in terms of the environment and costs against the potential negative impact of lean production on brand image. Thus provokes thought on how the best of both goals might be achieved. The differences between these two production systems are very clear, in fact it can be said that they are the total opposite of each other in terms of their approach to, and methods of, production.

One of several aspects of the Toyota production system that differ from the GM system is that Toyota puts a flow into the manufacturing process, while GM has lathes located in the lathe area, milling machines in the milling area Toyota places a lathe, milling machine and a drilling machine in the actual sequence of the manufacturing process. This means that instead of having one worker per machine, one worker oversees many machines or processes. GM, however, has a group of workers skilled only in lathe operation, a group skilled only in milling.

The GM plant layout will have 50 or more lathes in one location. When machining is completed the items are collected and taken to the subsequent drilling process and after that the milling process. In the US there is a union for each job function, with many unions in each company. Lathe operators are only allowed to operate lathes and a drilling job must only be taken to a drilling operator. As a result because the operators are single skilled a welding job required at the lathe section cannot be done there but must be taken to a welding operator.

As a consequence there are a large number of people and machines and for GM; mass production is the only way to achieve cost reduction under such conditions. When large quantities are produced, the labor cost per car and depreciation burden are reduced. This requires high performance, high speed machines that are both large and expensive. This type of planned mass production is a system in which each process makes many parts and forwards them to the next process. This method naturally generates an abundance of waste.

There is a lot of research based on, and around lean production starting with Womack (1990) in their groundbreaking studies to Christopher’s (2006) research about bringing lean into the future through newly developed terms such as agile manufacturing, flexible manufacturing and supply chain resilience. Lean manufacturing and the linkages and the relationships that it involves are complex in many respects and there is a lot of emphasize on communication and information flows in order for lean manufacturing to work.

The relationships between suppliers and buyers within the supply chain had in the past been adversarial with many buyers not willing to divulge certain information about their business. The link between the suppliers and the buyer was hampered as a result. This approach was linked with western manufacturing, USA and Europe, and related to their management culture. Whereas the Japanese way be deemed more open with a greater focus on the sharing of information and knowledge and also involving suppliers in many different areas of the business especially new product development.

The link between buyer and supplier in the lean world of Japan is far more important and needed in order for the supply chain management under lean manufacturing to be successful. “China, in short, has evolved economically at a time when the global automobile industry has never needed it more. China is both an attractive market for automobiles, and an attractive supplier of parts, subassemblies and, soon, completely-assembled automobiles and other vehicles.

From 1977, when China lacked even the vocabulary to negotiate joint venture agreements, to today, when every major automobile manufacturer in the world is working alongside Chinese companies, China’s bargaining power with and expectations of joint venture partners has increased exponentially. “Since automobile parts are integrally tied in to the automobile industry, their evolution, joint-venture participation and growing role connected to joint ventures. More importantly, most of the profits generated in today’s global automobile business are being made in the parts industry, rather than final assembly.

Parts companies’ progress in consolidation, in R&D and emerging brand strength make them highly sought-after as joint venture partners in China and elsewhere in the world. ” The greater choice of suppliers in international markets makes it possible to reduce costs and improve the quality of procured materials. In relation to production, the generation of economies of scale can be realized either through the concentration of all production activities or through the construction of a number of plants according to the needs of specialization.

Production in decentralized plants can facilitate the attainment of several objectives, including lower costs, learning curve economies, the establishment of a company in foreign markets, the introduction of new products, and technical leadership. The age of customization in manufacturing has given way to mass production. While there were many benefits to mass production, there were some aspects of mass production that were less than desirable. One of the primary negative aspects of mass production was the inventory. Organizations had to maintain inventories in order to ensure continuous production.

Inventory includes: raw materials, component parts, subassemblies, and finished goods, and the various products and supplies required in the production and distribution process. Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires large warehouses. The research, therefore, set a number of questions that encompasses the companies’ dentition of lean manufacturing and whether that company had implemented lean before. For example, the key questions asked in the semi-structured questionnaires were as follow: Is this company independently managed or it is owner-managed?

What are the major drivers of your business? What is your dentition of lean manufacturing? What has motivated the company to implement lean manufacturing? Where has lean been implemented in your organization (piecemeal or whole)? What were the criteria for choosing that speci? c area? How many people were involved in the exercise? What training if any, did the staff undertake? What were the difficulties encountered in training and how were they overcome? What were the direct and indirect costs involved in the implementation lean manufacturing? (E. g. labor costs and consultancy fees. The above questions were signi? cant for enabling the retrieval of the relevant and accurate information on lean manufacturing utilization within these companies. For instance, by asking questions about a company’s major business drivers, how such a company views and perceives the concept of lean manufacturing and where lean has been implemented, and at whatever cost; the study was able to deduce a number of things. First and foremost, it could be veri? ed instantly based on information provided as to whether such a ? rm understood and was actually practicing lean or not.

This was signi? cant for the retrieval of information on the factors that are critical to lean implementation due to the following. By knowing about the management type of such a company, it was found to be useful in determining its motives to adopt the lean concept. The study wanted to ? nd out relationships between lean adoption and the management style. Again it wanted to determine as to whether the type of management style actually in? uenced or deterred the absorption of the lean concept. The interviews were structured to last not more than 15 minutes.

The intention was to gather as much information as possible in a limited time without demoralizing the interviewee. It was believed that way; answers to pertinent questions could be provided resolutely. Finally, the overall information obtained from the interviews, and summaries of both the informal meetings and observations, were compared with that from the literature survey in way of analysis. Results were validated through workshops in the companies concerned. At the same time, expert opinions were sought to verify and validate the actual ? ndings.

Research results and discussions this research investigation has realized four key main factors that are fundamental, hence critical for the implementation of lean manufacturing. They include; leadership and management, ? nance, skills and expertise, and culture of the recipient organization. Of these identi? ed factors, it has been hypothesized that leadership and management commitment are the most critical ones in determining the success of a lean project. Strong leadership ethics and committed management support is the cornerstone to the success of implementing any idea within an organization.

Improvements are not focused only on large lean projects, but more are small improvements led by shop floor-team members so there is strong ownership of the process and results. Over time continuous improvement by identifying and solving problems, strengthens the company, which can be regarded as a learning organization. We must reemphasize that a Lean organization is made up of people and people are highly variable from person to person and even the same person over time. So, every action of every person every day doesn’t support the ideal of the company culture.

What does stand out at Toyota is the ability to recognize problems accurately and honestly and solve them with great rigor. Toyota provides an example of a learning organization that is real and successful. It is successful for the owners of the business and for the team associates. It starts with the assumption that people are the most important resource and need to be nurtured and developed and challenged. Human resource management is one of the most visible and important functions in the company because humans are the only competitive resource that cannot be copied.

The article chosen is Titled “A Quantitative Assessment of Factors Affecting College Sports Team Unity”, by Seyed-Mahmoud Aghazadeh, Professor and Kwasi Kyei, Professor. This article was published November 5, 2009 in the College Student Journal volume forty-three issue two, pages 294-302. Purpose The purpose of the article is to show the affects of team unity within teams. In this article there was a two part study that was performed on a college. The first part consisted of a questionnaire was sent to one hundred athletes.

This questionnaire was made up of several questions that consisted of variables such as class standing, team record, funding, travel accommodations, coaching staff, academic policy are considered to improve team unity. The second part of this study was analyzing using statistical data gathered from the surveys distributed to the 100 individual athletes of the various sports teams. Team unity coexists in both school and companies’s and is variables that may contribute to everyday life.

It is also something coaches and employees alive must be aware of. Being successful at anything in life, there are many factors that work together in order for achievement to be accomplished in the end. This is also true in life, there are a lot factors that come into play when it comes to team unity in regards to sports. A team can have all the talent in the world but if team unity does not exist, the talent is useless. A team must work as one unit, working to achieve a common goal.

With that said it is safe to conclude that a team’s success or failure can ultimately be traced back to the unity amongst teammates and factors that contribute to propel that unity (Aghazadeh, Kyei, 2009). Statistical Concepts Discussed: While reading this article I found quite a bit of information that can be applied to what we have studied in this course. Through research and statistical data collection, hypotheses are raised and will be proven or rejected through regression analysis.

Creating a population that the survey was focused on, helped determine the most significant factors of student athlete team unity in regards to different athletic teams. Choosing a sample to be surveyed, student population was narrowed down to be comprehensive only of student athletes. Running the survey to student athletes, respondents were chosen at random among the student athlete population. Only students that participate in a team, recognized by the college as an official college sport, were asked to partake in the survey.

Students that participated in club sports were not included in the survey (Aghazadeh, Kyei, 2009). Variables/Hypothesis Numerous hypotheses rise within this study; team record is an affirmative impact on team unity. There is also a well-built relationship between team unity and team record, therefore it is safe to conclude that when a team is performing at a high level, reaction within teammates will also increase. Travel accommodations also have a positive impact on team unity since athletes feel they are given the proper treatment. As a result, their confidence level, and their performance, will increase.

Coaching staff which is the more vital of the first part of the hypothesis is necessary to the development of an athlete and unification of the athletes. Having a positive impact on team unity. Class standing also important to team unity has a positive effect on team unity. Funding is also as important because though student athletes are not compensated for their acts and are mostly motivated by the self fulfillment of being part of a team, they like to see that something like their education is taken care of. The quantitative model used in this study was as follows:

TEU = ? 0+ ? 1 CLS + ? 2 TER + ? 3 FUN + ? 4 TRA + ? 5 COS + ? 6 ACP Where, TEU = Team Unity is the dependent variable Independent Variables: CLS = Class standing TER = Team record FUN = Funding TRA = Travel accommodations COS = Coaching staff ACP = Academic policy. Results: According to the table, team unity is really linked to travel accommodations, coaching staff, and academic policies. The affirmative coefficient for the travel accommodations (64=. 228) suggests that the team unity is likely to increase when travel accommodations increase. The ositive coefficient for coaching staff (65=. 185), also indicates that coaching staff increases unity. Finally, the positive coefficient for academic policies (? 6 =. 213) shows that it also has a positive impact on team unity and increases it as well. All of these variables are statistically significant at . 95 confidence level. The coefficients of class standing (? 1 = -. 067), team record (? 2= -. 296), and funding (? 3 = -. 082), have negative signs. On the other hand, the results of the model indicate that the variables are not statistically significant.

Conclusion: In using regression analysis, six factors were investigated as possible predictors of team unity among student athletes. These were class standing, team record, funding, travel accommodation, coaching staff and academic policy. The data was collected from 100 students at the college. Based on the outcome interpretations were made about factors affecting college sports team unity. The results show that travel accommodations, coaching staff and academic policies are the most essential factors that play a part in unison among athletes in college sports.

In closing the study performed within this college on these students did look at the variables that help to influence sport team unity. The study acknowledged and analyzed the most essential factors important for the success of sports team unity. Based on the findings tools that can advance team unity were projected and put into play. References Aghazadeh, S. , Kyei, K. (2009). A Quantitative Assessment of Factors Affecting College Sports Team Unity. College Student Journal. Vol. 43 Issue 2, p294-302. Weiers, R. (2008). Introduction to Business Statistics.

To what extent are secondary effects the most hazardous aspects of tsunamis? Tsunami s are a series of giant sea waves created when a large volume of a body of water, such as an ocean, is rapidly displaced. Earthquakes, volcanic eruptions and other underwater explosions, landslides, asteroid impacts, and other mass movements above or below water all have the potential to generate a tsunami. Due to the immense volumes of water and energy involved, the effects of tsunamis can be devastating. Their hazards can be split into primary and secondary effects.

Primary effects are the immediate effects of a hazard impact whereas secondary effects are the after-effects that occur as a result of the hazard and can be present for a long time, as the problems do not stop when the hazard event is over. The primary effects of a tsunami involve a loss of life and the destruction of buildings and infrastructure. They are a direct result of the waves and can be split into three main types. Hydrostatic effects involve objects such as boats and vehicles, and structures such as wooden buildings, being lifted and carried inland by the wave.

The backwash or rundown, of the wave may have a similar effect, carrying objects offshore. Hydrodynamic effects involve the tearing of buildings apart, the washing away of soil and the undermining foundations of buildings, bridges and harbour structures. Finally shock effects involve objects be battered by debris carried in the wave. The human deaths therefore result from victims being drowned as they are lifted and battered, or hit by moving debris. The secondary effects of a tsunami involve both a loss of life and long-term economic problems.

Tsunami waves can lead to long-term coastal flooding which in turn can lead to the spreading of water borne diseases such as cholera. The drinking of contaminated fresh water supplies can therefore lead to widespread loss of life through dehydration caused by diarrhoea. The spread and severity of disease can further be intensified through the destruction of infrastructure and communications. With hospitals (and other infrastructure) often devastated by the tsunami, if local transport routes are destroyed or inundated, then aid, such as fresh water supplies, is not able to reach those who need it; leading to greater losses of life.

There are often also major long term economic losses as a result of tsunamis. Tsunamis waves often can destroy commercial and service based businesses as well as leading to the salinisation of agricultural land through flooding. Tourism is also often a major sector in coastal regions. Tsunami waves often destroy offshore coral reefs which attract tourists for diving, they can pollute coastal waters due to the effects of the backwash, and can leave a long term stigmatism with the area as tourists are scared to return.

This can therefore cripple local economies that rely on such tourist activity to drive them. There are a number of variables which affect how hazardous the various effects of tsunamis are. One of these is the amount of, and type of disaster mitigation and preparedness schemes in place in an area. The most systematic measures to protect coastal areas against tsunamis have been taken in Japan, the country in which the largest number of people live in areas liable to tsunami attack.

These measures have consisted of sea wall construction along low-lying coastal stretches, breakwater construction at the entrances to bays and harbours, and the planting of pine tree belts which rid the tsunami of some of its energy and act as a filter for any solid objects carried in the waves. The town of Yoshihima, Japan, which was completely destroyed by a tsunami in 1896, is now protected by a sea-wall some 800 metres long and 6 metres high. This proved effective against the Chilean tsunami of May 1960 which being of distant origin, produced waves of long period.

These schemes therefore have the ability to reduce both the primary and secondary hazardous effects of tsunamis, however some of the secondary effects, for example a loss of tourism due to tsunami risk, will still remain even if the waves physical impact is greatly reduced. The presence of such protection schemes might also lead to complacency in residents of coastal regions, which could intensify the loss of life due to primary effects, if the tsunami is of local origin, which the sea defences may not be able to withstand.

These hard engineering schemes are also very expensive and therefore are only viable for developed countries like Japan; poorer countries like Indonesia have instead looked for less expensive schemes such as the one recommended below for eastern Java following the 1994 tsunami: The amount and type of preparedness schemes also affects whether secondary or primary effects are more hazardous. In 1948, the Pacific Warning System for the 24 nations of the Pacific Basin was established with its centre near Honolulu, Hawaii.

The 30 seismic and 70 tidal stations throughout the Pacific Basin detect all earthquakes in the area, and the events are interpreted to see if there is a risk of tsunamis. The aim is to alert all areas at risk of a tsunami within one hour, allowing them time to warn shipping and evacuate low lying coasts. On a regional level, systems are in place in many Pacific Basin countries also to help respond to locally generated tsunamis which pose a much greater threat due to short warning times (about 99% of tsunami deaths occur within 400km of the source area).

Such preparedness schemes therefore are able to reduce the primary loss of life from tsunamis from the destructive power of the waves through evacuations and warnings. However such schemes fail to protect against many of the secondary effects, with contamination of water, loss of communications and infrastructure, and long term economical damage e. g. from a loss of tourism still providing huge problems. There are some potential problems however with such preparedness schemes which could actually increase the loss of life due to the primary effects of tsunamis.

For example, the warning system in the Pacific Basin has to deal with the problem that not all earthquakes lead to tsunamis and false warnings result in high financial costs ($30 million for Hawaii alone. On a regional level, the warning systems put in place can also be flawed if the initial earthquake destroys communication or power systems which are needed to transmit the warning, or if the events are too quick to issue a warning. Over-reliance on such preparedness schemes means therefore if the system fails, the primary effects can be devastating.

In response to this potential over-reliance, many LEDC countries in the Pacific Basin, which do not have the funds for such expensive preparedness schemes, have instead looked to utilise hazard and coastal mapping alongside public education schemes. Such schemes mean residents in coastal areas are better prepared to deal with both primary and secondary effects and do not have to rely heavily on potential flawed systems. Overall therefore the extent to which secondary effects are the most hazardous aspect of tsunamis depends greatly on the factors surrounding the event and there is no definitive answer.

SAMSONITE CORPORATION SURGERY1 Company History: Samsonite Group is one of the world’s largest and most recognized designers and distributors in the luggage industry. The Samsonite Corporation makes luggage with its products ranging from large suitcases to small toiletries bags and briefcases. Samsonite is the leading manufacturer of luggage in the world and the top seller of luggage in the United States, Europe, and Japan.

Samsonite offers a full line of luggage, including soft side and hard side suitcases, garment bags, casual bags, business cases, and other travel bags and accessories Samsonite owes its start to Colorado native Jesse Shwayder. It was started in Denver, CO, in 1910 by Jesse Shwayder, as the Shwayder Trunk Manufacturing Company. Shwayder named one of his initial cases “Samson,” after the Biblical strongman, and began using the trademark Samsonite in 1941. The company changed its name to Samsonite in 1966. For many years, a subsidiary, Samsonite Furniture Co. , made folding chairs and card tables in Murfreesboro, TN.

Then Samsonite began producing luggage for turn-of-the-century travellers – a small and affluent group who appreciated the Company’s unique, durable and finely crafted products. As travel evolved into a mainstream activity, Samsonite’s product mix evolved with it, growing to encompass a diverse range of items for a host of travel needs. Along the way, Samsonite continued to anticipate and fulfil the changing requirements of travellers by introducing a string of “firsts”, including the first matching luggage sets, the first lightweight luggage and the first wheeled suitcases, to name just a few.

Samsonite made Legos under contract for the U. S. market in the 1950s. The Shwayder family sold the company to Beatrice Foods in 1973. Samsonite emerged from bankruptcy in 1993. The Denver factory, which employed 4000 at its peak, closed in May 2001. Samsonite headquarters moved from Denver to Mansfield, MA, after a change of ownership in May 2005. CVC Capital Partners Ltd. in July 2007 became Samsonite’s fifth owner in 21 years. Samsonite has successfully positioned itself in the luxury market and has built brand equity across on a global scale.

Samsonite focuses on meeting the industry standards enshrined in its own social compliance guidelines. It is committed to working with its vendors to help them take greater ownership of labour, health and safety standards in their own facilities, so that they can better comply with best practice guidelines and continue to improve both their policies and practices in a sustainable way. Today, the global travel industry continues to grow, and Samsonite continues to lead through the continuous introduction of innovative technologies, materials and design concepts, which we market through some of the most recognized brand names in the world.

And while each of our brands is specifically focused on its own clearly defined customer group, every product we create continues to embody the same values on which Samsonite was founded – high quality, fine craftsmanship, exceptional reliability and enduring style. Products and Services:- Samsonite provides various products and services by manufacturing a wide range of hard-sided luggage, beauty cases, and attache cases to soft-sided suitcases and luggage-related products like suitcases, garment bags, business cases and portfolios, computer cases, sports bags, and casual bags.

Its line of luxury luggage, casual bags, shoes, and accessories is marketed under the Hummer, Hedgren and Samsonite Black Label brand names. In addition to its own line of manufactured products, it licenses its brand names for use on such products as travel accessories, leather goods, clothing, furniture, and handbags. Departments research and development centre, Design centre Marketing ,Human Resource Accounting,Finance,Sales,Purchasing System Components:- INPUT PROCESS OUTPUT

FEEDBACK 1. Inputs: Raw material like polypropylene, Carbon, plastic, leather, etc. Labour, Machinery, Capital. 2. Process: It includes designing, research, development, cancelling, modification. 3. Output: It includes the final product like hard-sided luggage, beauty cases, and attache cases, soft-sided suitcases, casual bags etc. Market Share, Goodwill, Sales, Profit, etc. 4. Feedback: This involves customer satisfaction and customer response in the form of questionnaires, online forms, query forms, Grievance forms etc. Surgery 2

Flow of information in Samsonite Corporation Samsonite Corporation has number of internal departments which are though functioning independently but are also interdependent on each other like Accounting, Human Resource, Marketing, Sales, Purchase, Manufacturing, Research and Development centre, Designing centre, etc. These departments are placed in a horizontal manner. These departments use different types of information systems on the basis of information required by each department. For e. g. :- Accounting department uses various accounting software like Tally, SAP, etc.

Samsonite Corporation also follows vertical division in its organisation. In this Samsonite Corporation has a 3 broad level of organisational decision making. From top to bottom these are:- 1. Strategic (Executive) Level 2. Management Level 3. Operational Level Each organisational level has different information requirements characteristics in terms of decision time frame, certainty, risk, responsiveness, information structure and application of technology. These levels are highly significant in terms of system thinking, so as to produce information for decision making. . Operational Level The operational level managers are at the lowest level of the organization and they use information systems which are responsive and deterministic in nature as the inputs and outputs are known with certainty. These information systems are mechanical and algorithmic in the decision making process. 2. Management Level The management level managers are placed at the middle level of the organization and use management information systems (MIS). They are used for short term budgeting and forecasting functions. 3. Strategic (Executive) Level

Strategic (Executive) Level managers are at the top most level in the organization. They use information systems which are heuristic or random in nature and the information available is unstructured in nature. The decision making activity at this level is uncertain and user specific in nature. Information System Development Samsonite follows information system cycle to meet its goal. There are 2 ways of meeting out goal of the organisation. They are:- 1. Traditional approach 2. Modern approach Samsonite follows the traditional approach to Information system development.

The traditional approach includes 4 stages which are analysis, design, implementation and evaluation. 1. Analysis stage Under analysis stage firstly the scope and objectives are stated by the company. Then a feasibility study is done in which the information is collected, the project costs are assessed, the constraints are considered and the alternatives are assessed. Then lastly, the business and system requirements are described in detail and are also integrated. 2. Design stage Under design stage 2 designs are taken into account i. e. Logical design and Physical design. 3.

Implementation stage In implementation stage the program code is constructed and written and the hardware and software applications are integrated. In this stage the business and technical system are implemented and conversion of old system to new one is also done. 4. Evaluation stage The fourth and last stage of traditional approach is the evaluation stage. In this stage technical systems, business systems and system integration is evaluated along with cost audits. Thus in this stage the software is provided to the customer according to the specification given in the analysis stage.

Compared with traditional methods, JAD allows key users to participate effectively in the requirements modelling process. When users participate in the systems development process, they are more likely to feel a sense of ownership in the results, and support for the new system and it result in a more accurate statement of system requirements, a better understanding of common goals, and a stronger commitment to the success of the new system. Thus this model is characterized by brain storming as it is guided by the person who acts as a facilitator and enables the decision making ability of the participants.

Whereas in the traditional approach there is no such interaction with the customer and there is no such process called brain storming. Surgery 3 Types of network used by Samsonite Corporation Samsonite Corporation uses various computer networks to share information among different departments and users. In order to know about the Samsonite’s Corporation network system the meaning of “Computer Network” in technical terms should be known. Definition of Computer Network: – “When 2 or more computers are connected together with the help of data communication channel to share information or resources, it is called omputer network”. There are usually 3 types of network:- 1. LAN 2. MAN 3. WAN 1. Local area network A local area network (LAN) is a computer network covering a small physical area, like a home, office, or small group of buildings, such as a school, or an airport. 2. Metropolitan area network A metropolitan area network (MAN) is a network that connects two or more local area networks together but does not extend beyond the boundaries of the immediate town/city. 3. Wide area network A Wide Area Network (WAN) is a computer network used to exchange information over a wide geographical area (i. . one city to another and one country to another country). The type of network which Samsonite Corporation is using can be either LAN(Local Area Network) or WAN(Wide area network) to share information among various departments , branches and subsidiaries all over the world. But most of the times organisations uses LAN network as it connects computer networks together in a single building or an office within a building. The defining characteristics of LAN is through ring, star, bus and hierarchical topology. The various advantages of LAN network are •higher data-transfer rates Files can be stored on a central computer (the file server) allowing data to be shared throughout an organisation. •Files can be backed up more easily when they are all on a central fileserver rather than when they are scattered across a number of independent workstations. Topologies: There are various types of topologies which are :- 1. Ring topology 2. Star topology 3. Bus topology 4. Tree topology 5. Collapsed topology 6. Multi-drop topology 7. Hybrid topology The type of topology Samsonite Corporation is using is Star Topology which connects number of small computers and other peripheral devices such as printers.

It is the central host computer that controls and co-ordinates the message through the networks. All communications have to be relayed on the host computer. Advantages of star topology is:- •Star topology leads to better performance and this topology is easy to understand, establish, and navigate. •It provides a very good performance •Disadvantages of star topology:- The disadvantages of this type of topology is the failure of the host computer as there is high dependence on the host computer.

NIKE 1 Nike has always remained on the preference list of athletes and athletic footwear was indeed the first category of products launched by the company more than 30 years ago. Today, you can see the craze for its products, not only among athletes, but also among golfers and other sportspeople. Apart from that, Nike shoes and other accessories have also become the favorite fashion products for teenagers. Thus, fashion, elegance and achievements are some of the associated attributes of Nike products. Early Days of Nike

Phil Knight, the starter of Nike revolution, began merchandising his athletic shoes designs, stores in a trunk inside a car. It is difficult to digest the fact that what is considered as an iconic brand today, witnessed a poor beginning like this. However, it was the hard work of Knight and needless to say, his efforts have paid him a lot. Story Behind Swoosh Symbol The present day picture of Nike products is incomplete without the mention of Swoosh symbol. This symbol has been adopted from Greek Goddess, Nike and hence, the name.

The Swoosh is believed to be the wing of this Goddess and it was chosen by Caroline Davidson. Caroline was an advertising student in the same University, where Knight was an accounts teacher. The symbol was incorporated on Nike shoes in 1972 and it is a part of the life of sports persons and fashion conscious generation. Nike – The Ship Floating Ahead Nike has existed for more than 35 years and is still willing to travel a long distance of popularity. With its products like baseball cleats, sports apparels, sports bags and other finest quality products are being accepted in all parts of the world.

Its evolution as a golf manufacturer is phenomenal and it has succeeded in offering Nike golf drivers, shoes, bags and other related stuff. Nike is the perfect example of a business, which has traveled a long way to become a successful brand. You can invest your trust and money in the manufacturer products to earn comfort and great quality, along with style and desirable returns on money. So in 1972 Nike was born, as I understand it, out of Phil Knight and Coach Bill Bowerman’s desire to make good athletic shoes.

Bowerman was a bit of a nut about running and running shoes, according to runners’ mythology, and his principle innovation was the lightweight running shoe with the now-famous waffle outsole. Yadda yadda yadda, they become the biggest sport brand in the world, thanks in no small part to Mr. Michael Jordan, his Airness and their ability to consistently market their innovations. Oddly enough, their growth hasn’t ever really been about the technical superiority of their product, besides perhaps in the basketball category. In almost every sport, Nike isn’t the choice of the “serious” athletes.

If you’re a serious basketballer or American footballer, it’s likely that you wear Swooshes. But serious runners typically choose something that is appropriate for their stride (New Balance, Saucony, Mizuno and Asics lead here, perhaps not in sales…). And most serious cyclists ride with Shimano, Sidi or Carnac. Serious backpackers and hikers stick with Asolo or some other specialty brand. Until recently (with the Joga effort and its ancestors) Nike played second fiddle for adidas in soccer. I’m not that familiar with baseball but I’ve seen a lot of logo diversity on the mound, suggesting that Nike’s hold here isn’t that strong.

Nike rose to great heights with Agassi and stole Sampras away from Sergio Tacchini, but other specialty brands were still considered superior by many serious Tennis players. And in Golf, Footjoy and others lead (at least in perception of quality and appropriateness) Nike despite their ownership of the Greatest Of All Time, Tiger. So Nike’s success, as far as I can tell, been founded on their ability to win over weekend warriors and to provide fashionable designs that can be worn outside of sporting activities.

As I recollect from my middle-school and early high-school days, most every kid wore some sort of Nike (or Nike-inspired Payless knockoff) athletic shoe, typically of either basketball or running varietal. Key factors that influence success of NIKE If a company is able to establish brand awareness, they will have a significant advantage in grabbing consumer’s attention and, therefore, market share. In today’s society where consumers have significantly less time to shop and compare, brand awareness is critical.

If an established brand name effectively conveys the messages of quality and dependability, consumers will automatically go to that brand relying on the image that has been created when they don’t have time to shop around. Manufacturing efficiency is something that companies are constantly striving for as well. Athletic shoe manufacturers must balance the costs of labor, raw materials, shipping, import tariffs, and technological advancements. In an effort to keeps costs down, the industry has been looking to overseas sourcing. This reduces the risk of losing revenue if one region which a manufacturer incurs problems.

Favorable legislation regarding foreign manufacturing has led to a huge increase in foreign sourcing. Overseas production and sourcing can lower material, and labor costs. The footwear companies must choose their distribution channels carefully because they want to make the product available, yet remain true to their image and goals. Retailers account for the largest percentage of sales, so manufacturers must be especially careful with their relationships with them. Technological advancement is becoming more and more of a player in the footwear industry.

With computer-aided design (CAD), companies have been able to successfully shorten their design to distribution cycle to only a few months. Also, new technology has facilitated new quick-response programs that link retailers with manufacturers to allow the retailer to have the correct inventory when it is needed called electronic data interchange (EDI). Immediately after a sale is made, electronic point of sale scanners read the information related to the sale such as price, product, size,… 2 question The Threat of Competition to Nike The athletic shoe industry is slowly becoming a global oligopoly.

There are many barriers to entry preventing new entrants from capturing significant market share. Nike can enjoy economies of scale that create cost advantages over any new rival. Today’s athletic shoes are highly technical. An extremely large capital investment is required for new firms to open athletic shoe factories and conduct research and design to create a popular athletic shoe. Nike has incorporated forward vertical integration into their corporate level strategy. Nike opened discount factory outlet stores in rural areas and retail stores in urban shopping Mecca’s.

Monolithic athletic manufacturing companies utilise economies of scale by spending millions on product endorsements and advertisements by spreading the high cost over their entire yearly sales. The aggressive marketing campaigns turn their products into household names making it arduous for new firms to compete. Athletic shoe manufacturers greatly attempt to differentiate their products from all shoe manufacturers. For example, Nike aggressively markets their shoes with a visible air chamber in the sole. The capital requirements can be a high entry barrier to a new firm to the industry.

However, an existing dress shoe manufacturer may enter the athletic shoe industry simply by re-tooling their manufacturing plant. Access to athletic shoe distribution channels is a moderate barrier to entry. This all depends on the status of the entering firm. If they are a start-up firm, it is extremely difficult to get shelf space at major shoe retailers. If the firm is currently in the dress shoe industry, and is entering the athletic shoe industry, they may use their existing connections to easily access athletic shoe distribution channels.

Switching costs are very low for the athletic shoe industry. Shoes are relatively inexpensive personal goods that are frequently replaced. Cost disadvantages independent of scale are moderate. Many athletic shoe customers are brand loyal and are reluctant to try a new athletic shoe. Additionally, previous aggressive marketing campaigns have increased not only brand and individual product name recognition. Government policy is a low entry barrier, as all manufacturers in every industry are subject to factory safety laws. Threat of Retaliation

The threat of retaliation is high in the athletic shoe industry. For example, if a small new competitor attempts to gain market share by dumping their products, the much larger computer firms are more capable of absorbing losses associated with driving the new competitor out of business. The threat of new entrants to the profit potential of athletic shoe manufacturers is minimized through high entry barriers, but incumbent manufacturers must stay aware of other shoe manufactures attempting to enter the athletic shoe industry. Rivalry amongst Existing Firms

In the athletic shoe industry, corporations are mutually dependent. A competitive move by one firm directly effects competitors, forcing retaliation or counterfeits. For example, Reebok’s expansion of the women’s walking shoe, inspired other firms to follow. The number of competitors is stable, partially due to high entry barriers. This adds to the rivalry among existing firms. Manufacturers watch each other carefully and make appropriate countermoves to match a competitors move. The rate of industry growth is stable, but the quest for global market share is eminent.

Nike and Reebok are not as dominant globally, compared to the U. S. This increases global rivalry. Product characteristics are related to market share. Name recognition alone sells athletic shoes. The larger the market shares the greater advertising capabilities and hence increased name recognition. Athletic shoe manufacturers relentlessly try to minimize fixed costs. Many shoe manufacturers reduce their costs by assembling athletic shoes abroad where labor is less expensive and tax laws are minimal. This increases rivalry, when manufacturing savings pass to the consumer.

Capacity has minimal impact on rivalry, because most firms have means to manufacture the demanded amount of athletic shoes. This ability to meet demand reduces market because most firms overproduce and drive down the selling price. Low exit barriers and diversity among competitors has minimal impact on profit potential. If the athletic shoe industry becomes too unprofitable, firms could switch to other shoe markets. Additionally, diversity among firms is small because every firm follows one another. The rivalry among existing firms is high where weak firms are easily acquired by fierce competitors.

This may have a high impact on profit potential. Bargaining Power of Suppliers Athletic shoes are manufactured primarily from raw materials including rubber, leather and nylon. These materials could be classified as commodities, where the manufacturing process adds to their value. For this reason, the suppliers have limited bargaining power and little impact on profit potential. Threat of Substitute Products and Services Athletic shoes are designed to improve comfort and personal safety during periods of increased movement. Substitutes for athletic shoes are using other forms of shoes, or going barefoot.

A large population of athletic shoe consumers wears athletic shoes strictly because they are comfortable. Comfortable dress shoes or sandals are equally interchangeable with minimal switching costs. If the athletic shoe is used for sports, then there are relatively few substitutes. Given these reasons, the threat of substitute products is moderate and the impact to profit potential is moderate to high. Relative Power of Other Stakeholders The U. S. government has low power over the athletic shoe industry. Many shoe manufacturers have plants outside the United States, where U. S. laws are not applicable.

To minimize the relative power of other stakeholders corporations strategically locate their plants throughout the world. Forces driven by market demand are the only forces that may significantly affect profit potential. Therefore, the relative power of other stakeholder’s ability to impact profit potential is moderate to low. Overall Assessment The threat of new entrants to the profit potential of athletic shoe manufacturers is minimized through high entry barriers, but incumbent manufacturers must stay aware of other shoe manufactures attempting to enter the athletic shoe industry.

The rivalry among existing firms is high where tender firms are easily acquired by fierce competitors. This may have a high impact on profit potential. The overall impact from buyer’s bargaining power to profit potential is moderate. Suppliers have limited bargaining power and little impact on profit potential. The threat of substitute products is moderate and the impact to profit potential is moderate to high. The relative power of other stakeholder’s ability to impact profit potential is moderate to low.

The overall profitability on the industry is moderate to low level and could increase with future consolidation. This is because of high rivalry; many substitute products and a little buyer bargaining power. Labor Practices: Activist groups and student organizations have made Nike a symbol of labor exploitation. These groups blame Nike for poor  conditions in its third world factories, under-paying workers, employing children, and ignoring the basic rights of its workers. Nike is often in conflict with labor unions; most recently, Nike bucked heads with a factory workers? nion in Mexico. Accordingly, the public associates Nike with sweatshop labor and accuses it of sidestepping human rights in order to secure the greatest profit. Advertising: Nike spent over $1 billion on advertising, sports marketing, and promotional spending in 1999, and, although popular, some of its advertising strategies were considered controversial, according to an article titled ? Channel Conflict.? Feminist groups accusing Nike of degrading women have attacked Nike commercials that stress winning above everything else and show women submissively.

Although the majority of Nike? s commercials are cutting edge and  creative, those very commercials can be weaknesses in Nike? s reputation. Consumer Cost: Nike has been accused of outrageously marking-up prices on many of its products to cover the costs of advertising and sponsoring. The public feels that Nike overcharges its consumers and should lower prices. 3 question Nike is a worldwide powerhouse in the athletic shoe and apparel industry. Nike’s short, but yet effective mission statement is characteristic of such success.

Nike paints a picture of their company for the world to see their, “inspiration and innovation”, as well as their “commitment to serve everyone in the world”. Through a continuous effort by Nike to remain at the apex of technology and innovation, they are the market leader by a significant margin. As a result of Nike’s pursuit of selling a broad spectrum of products, they possess a formidable competitive advantage. Nike exhibits significant strength in market share, brand image and recognition, as well as research and development.

Through the use of intuition and analysis I have concluded that opportunities exist for Nike to increase market share. Specifically, I recommend horizontal integration, global expansion, European concentration, and segmented marketing to target various generational demographical opportunities. The focus will lie using various methods of segmentation to develop the targeted markets and increase market share. Nike, Inc. is a marketer of sports apparel and athletic shoes. The American manufacturer, through its marketing strategy which rests on a favourable brand image, has evolved into a large multinational enterprise.

In keeping with the brand image is its association with the distinctive logo and its advertising slogan, “Just do it. ” In order to maintain and sustain this image, the company makes huge investments in advertising and brand promotion. Its promotional activities include agreements for product sponsorship with professional athletic teams, celebrity athletes, and numerous college athletic teams. Nike is involved in the production of goods for a wide variety of sports, competing with every sports fashion brand in existence.

Because of the absence of any single brand that rivals the products of Nike, the company has no direct competitors, with the exception of German company Adidas. This has helped popularize the brand worldwide in all areas of sport and sports fashion. Recommendation While Nike is the industry leader in athletic foot ware on both a national and a global basis, the company? s performance has been less than spectacular over the past two years (Hoover? s, Inc. 1). Three areas of particular concern to the company in relation to the refinement of its marketing strategy to improve the company? performance are (a) the dispute between Nike and Foot Locker (a leading athletic shoe retailer), (b) Nike? s strategies for dealing with outlets (the company? s own Nike Town stores and retail Web outlet, as well as discount outlet retailers), and (c) the company? s overall retail strategy (product and target market issues concerning an athletic emphasis versus a fashion emphasis, as well as similar issues affecting the retail marketing of its products). The three areas of concerns described above require the development of strategic responses by the company.

Thus, each of the three areas defines an objective for Nike? s marketing strategy plan. This current research developed two suggested marketing strategy options in relation to each of the three objectives for the company to consider for inclusion in its marketing strategy plan. Capture 2 1 i think passion is for the key of Walt Disney Walt Disney was a man of dreams. He dreamed big dreams. And he made his dreams come true. Walt Disney would agree, and is himself ample proof, that dreams can come true. His example reveals that making dreams come true takes more than just wishing.

In Walt’s case, the “star” was Mickey Mouse, and combined with a lot of vision, planning, and hard work, Walt made dream after dream come true. Most people think of Walt Disney as an animator, the “inventor” of Mickey Mouse. He is more accurately thought of as an entertainer, not in the sense that he wanted to be the center of attention, but that he wanted to create something that would excite an audience and make them laugh. Walt had talent, and developed a keen commercial sense of what would appeal to the public.

This combination enabled him to parlay $40 and a few drawing tools into a film studio producing popular cartoons, feature length animated features, and live action movies. Disneyland, Walt Disney World, and ultimately the other Disney theme parks around the world all came about because Walt Disney insisted that he could build an amusement park that was so much bigger and better than other amusement parks that it shouldn’t even be called an amusement park. How did this dream come about? As a child in Kansas City, Walt watched through the fence at Fairmont Park, wanting to participate, but not having enough money to enter.

A parent in the 1930’s, Walt would take his children to amusement parks. But he was not amused, convinced he could do much better. By 1937, at the premiere of Snow White, Walt told Wilfred Jackson that someday he would “make a park for kids, a place scaled down to kid size. ” In 1940 he revealed a plan to showcase Disney characters in their fantasy surroundings at a park across the street from the Disney studio in Burbank. The vision of an amusement park grew in Walt’s mind as he traveled through the US and Europe and visited attractions of all kinds.

He visited county fairs, state fairs, circuses, carnivals, and parks. He was distressed at operations where things were run down and ride operators were hostile. And he loved the spotless Tivoli Gardens in Copenhagen, with bright, upbeat music, excellent food and drink, and warm, friendly employees. Walt was convinced that an amusement park would be successful in the United States if it offered a “good show” that families could enjoy together, was clean, and had friendly employees. In 1948 he shared his concept with trusted friends, a modest amusement park ith a central village including a town hall, a small park, railroad station movie theater, and small stores. Outlying areas would include a carnival area and a western village. Soon he added spaceship and submarine rides, a steamboat, and exhibit halls. Four years later, in 1952, he decided on “Disneyland” for the name and formed a company to develop the park, Disneyland, Inc. Walt’s brother Roy, the studio’s financial head, was against investing in Disneyland. Bankers and amusement industry experts forecast doom. That’s why Walt stepped outside the studio organization to develop the idea.

Eventually Roy agreed to help, and the Disney studio became part of the operation. In 1953 Walt brilliantly strategized combining television production with development of the park. The Disneyland television program on ABC had a dual benefit. It promoted the new park through a weekly program, and it became part of a deal where the network invested half a million dollars plus substantial loan guarantees in return for a 35% ownership in Disneyland Park. That same year he enlisted Stanford Research Institute to examine the economic prospects of Disneyland (it was deemed profitable) and to find the ideal location (Anaheim).

They broke ground in July, 1954, and one year later, on July 17, 1955, Disneyland opened. Within 7 weeks, a million visitors had visited Disneyland, making it one of the biggest tourist attractions in the US. Attendance was 50 per cent ahead of predictions and guests were spending 30 per cent more than expected. Walt combined his talent and his sense of what the public would want with lots of hard work. Today we might call him a “workaholic. ” His work was driven, not by guilt or insecurity, but by a dream. As he told an interviewer in 1955: “Everybody can make their dreams come true.

It takes a dream… faith in it… and hard work. But that’s not quite true because it’s so much fun you hardly realize it’s work. ” At a dinner party at Herb Ryman’s house in 1960, someone commented that Walt could be elected president if he wanted it. His response? “Why would I want to be President of the United States? I’m the King of Disneyland! ” In 1960, after 37 years in Hollywood, with a mixture of huge successes and frustrating setbacks, Disney had created something that was successful beyond Walt’s own dreams.

With Disneyland and its continuing stream of visitors, Walt had finally achieved financial stability. 2 As he readies for the fight of his life, embattled Walt Disney Co. chief Michael D. Eisner carries a long list of vulnerabilities into battle: A long list of friends who became enemies, struggling theme parks, weak television ratings and a hostile takeover offer that would enrich shareholders. But industry experts and analysts warn it would be foolish to underestimate a corporate warrior as tough and as successful as Disney’s chairman and chief executive officer has been over the years.

And it shouldn’t be overlooked that after several years of weak corporate profits, the 61-year-old Eisner just turned in a spectacular quarter and the studio once again topped the industry in domestic box office in 2003. “Although there are certainly a lot of people who are giving him a hard time at the moment, they certainly should not take him lightly,” observed Jack Plunkett, president of Plunkett Research LTD , a market research firm based in Houston. “Certainly the thing he has going for him is he’s a noted fighter, an aggressive guy with a record of getting what he wants and the way he wants it. ‘ Since Comcast Corp. made its stunning $54 billion hostile takeover bid for the empire he has ruled for nearly two decades, Eisner has publicly appeared upbeat. At last week’s investor conference atWalt Disney World  in Orlando, Fla. , he maintained a business-as-usual attitude, referring the offer to his corporate board for analysis and discussion. “Acquisitions? We’re buying Comcast,” Eisner lightly joked when asked by an analyst at the conference about possible Disney acquisitions in the future.

But with a campaign to vote him off Disney’s board of directors when shareholders meet next month being ratcheted up, Eisner is embarking on what many believe will be the fight of his storied corporate career. He faces this with some mounting woes: –Comcast’s $54 billion all-stock offer has put the Disney company’s performance under heavy scrutiny – especially its weaknesses like ABC –Roy E. Disney, nephew of company founder Walt Disney, is leading the campaign to oust Eisner. His efforts were boosted when fund adviser Institutional Shareholder Services recommended last week that shareholders leave Eisner off the board. -The company’s failure last month to reach an agreement to extend its lucrative pact with Pixar Animation Studios is being blamed by some on Eisner’s management style and bitter relationship with Pixar head Steve Jobs. –The Disney-owned ABC broadcast network remains ratings-challenged, trailing CBS, NBC and Fox. The network has lacked a true breakout hit for several years other than some of its reality programming such as “The Bachelor. ” –Theme park attendance, while rebounding somewhat, has dragged down the company’s bottom line since the Sept. 1, 2001, terrorist attacks against the United States. Roy Disney said this week that he believes that troubles with animation, theme parks, and ABC are among the weak spots that made Disney “an attractive target” for a takeover bid such as the one brought about by Comcast. “The Comcast bid did highlight how the performance has slipped in a number of Disney operations,” said media analyst David Joyce of Miami-based Guzman and Co. “But while some things they did wrong, some things they have no control over such as terrorism and economic recessions. ‘ Eisner’s corporate maneuvering abilities are well known and Disney has already hired a law firm, Wachtell, Lipton, Rosen & Katz, which is known for formulating strategies to defend against takeovers. It doesn’t hurt that Disney’s first-quarter earnings, released Wednesday, topped Wall Street’s consensus by 10 cents a share. The company’s stock price is riding a two-year high with Disney’s stock up 16 percent since the Comcast offer. Any bids, including one from Comcast, will surely have to be higher than the one on the table. `The biggest problem lies in the stock value of the company,” Plunkett said. “The market has not been kind to Disney. Value of stock has been flat for over two years. ” Fueling the company’s performance has been its industry-dominating movie division that ruled the box office in 2003 and has grossed more than $1 billion in ticket sales in eight of the past 10 years. In addition to the Pixar-produced “Finding Nemo,” Disney’s studio released the blockbuster “Pirates of the Caribbean : The Curse of the Black Pearl” and the hits “Bringing Down the House,” “Freaky Friday” and “Brother Bear. ‘ The box office hits have translated into major profits in home video, an area in which Disney has also been dominant, especially with the industry’s DVD boom of recent years. In all, first-quarter studio revenues were up by 57 percent, to $3 billion, during the quarter, helping propel overall company revenue to $8. 55 billion, compared with $7. 7 billion a year ago. 3 • High sunk cost • Excessive Research & Development • Constant Up gradation • High Investment • High Risk Factor • Limited range of target audience group • Poor Management • Cultural Imperialism • Media Network Competition

This paper will discuss the life and work of the Russian composer Peter Ilyich Tchaikovsky in terms of his relationship to the Romantic movement in music. Tchaikovsky was born in 1840 in the town of Votinsk in Russia. Although he learned to play the piano as a child, his family wanted him to pursue a career as a lawyer. For this reason, Tchaikovsky began attending the St. Petersburg School of Jurisprudence at the age of 10, and by the age of 19 he obtained a position as clerk in the Ministry of Justice (Gilder 345).

However, at the age of 22, Tchaikovsky decided to give up his life as a lawyer in order to become a composer of music. He went to the Conservatory of St. Petersburg for his musical training, and after graduation he got a job as a music teacher in Moscow. Unfortunately, Tchaikovsky’s change of career was not enough to bring him a life of happiness. Throughout his career as a composer, Tchaikovsky suffered from extreme depression and feelings of doubt. In 1877, he married a fellow student from the Conservatory of St. Petersburg, Antonina Miliukov.

During that same period, however, Tchaikovsky also began a battle with his repressed feelings of homosexuality. His marriage to Antonina quickly fell apart when “he tried to drown himself, and nearly lost his reason” (Gilder 345). Nevertheless, soon after his divorce, Tchaikovsky’s musical career took a turn for the better when he began receiving the patronage of a wealthy widow named Nadezhda von Meck. Because of her fondness for Tchaikovsky’s music, von Meck corresponded with him and sent him money throughout the remainder of his life, even though they never met face-to-face.

Under von Meck’s patronage, Tchaikovsky became increasingly famous as a composer. Nevertheless, he continued to be depressed and withdrawn in his personal life. In the year 1893, when he was 53 years old, Tchaikovsky died suddenly from a case of cholera that he got from drinking some contaminated water. Some music historians believe his death was from an accident; however, David Brown, a scholar who has extensively studied Tchaikovsky’s life, insists that the melancholy composer committed suicide (Brown 626).

Despite the problems in his personal life, Tchaikovsky’s creative output was enormous. He wrote six symphonies, including his Sixth Symphony (“Pathetique”), which is among the most celebrated such works today. He also wrote 23 other works for the orchestra, including several overtures such as Romeo and Juliet and the Festival Overture (“1812”). He wrote 11 operas, of which The Queen of Spades and Eugene Onegin are the most popular. He composed three famous ballets: The Swan Lake, The Sleeping Beauty, and The Nutcracker.

He wrote 10 concertos for either piano, violin or cello. He also wrote six works for chamber orchestra, one piano duet, and 18 opuses for solo piano. In addition, he composed five major choral works, 13 songs cycles (each of which contains between six and 16 songs), and a few works of incidental music. The historical significance of the composer can be seen in the fact that he was representative of the Romantic period in music. The Romantic movement, which swept Europe during the 19th century, can best be understood in contrast to the Classical period which preceded it.

The Classical period, which was characterized by the music of Haydn, Mozart, and early Beethoven, was a time when composers were generally supported by the patronage of the nobility. The musical style of the period was based on the ideas of harmonic proportion which had originally been developed during ancient Greek and Roman times. Thus, it was a style in which elegance and refinement were considered far more important than emotional expression. In contrast, the Romantic period was marked by the dissolution of the European patronage system.

The composers, who no longer had to create their works for the pleasure of kings and queens, began to be more emotionally expressive in their music. In addition, the music itself became more expansive, with more chromaticism and tone color than ever before. Two other unique elements in Romantic music were the spread of nationalism, in which composers expressed pride in their home nations, and the use of “program music,” in which instrumental music was “inspired by a poem, novel, play, painting, sculpture, or some other extramusical entity, and meant to suggest the essence of that entity to the listener” (Griffel 589).

It is interesting to note that Tchaikovsky, unlike most of his Romantic period contemporaries, was able to obtain the support of a patron during the later part of his life. Aside from this, Tchaikovsky’s music clearly shows many of the elements which are characteristic of the Romantic period in general. For example, his music was highly expressive and emotional. David Brown states that Tchaikovsky sought to “forge a musical language that might be a vehicle for his own overwrought emotions” (628). Tchaikovsky also used and expanded a style of composing in which there was a great deal of orchestral color.

In addition, much of his work was “program music,” based on inspirations from poetry, literature, and folklore (Claudon 288). Tchaikovsky’s music also exhibits a great deal of nationalism, as seen in “his innate Russianness and his love of his own country’s folk music” (Brown 628). Romantic elements can be seen, for example, in the Fantasy Overture (“Romeo and Juliet”), which was composed in 1870. It may be noted that this piece also shows Classical influences in that it is based on the sonata form. In addition, this overture begins with a four-part chorale which is reminiscent of pre¬Romantic styles in music.

However, Romeo and Juliet is clearly Romantic because it is an example of program music at its finest. Throughout the work, far more emphasis is placed on emotional expression than on harmony or structure. In terms of melody, the “feud theme” stands out as representing Romantic values. In order to express musically the battle between Romeo and Juliet’s families, this melody is short and agitated, unlike the smooth and elegant melodies favored in the Classical period. This agitation is enhanced by Tchaikovsky’s use of a syncopated rhythm which is marked by dotted notes and short rests.

Romeo and Juliet is also Romantic in its use of wide dynamics which further emphasize the emotional character of the work. Another example of Tchaikovsky’s Romanticism can be seen in his Festival Overture (“1812”), written in 1880. This work shows the influences of both nationalism and program music in that it is intended to remind the listener of Russia’s victory over Napoleon’s troops in the year 1812. Tchaikovsky makes use of several folk melodies in this overture, including the famous French tune “The Marseilles,” which is today known as the French national anthem.

In composing the 1812 Overture, Tchaikovsky clearly emphasized the expressive elements of drama and excitement over those of structure or stability. As in Romeo and Juliet, the piece also makes use of a wide dynamic range, another stylistic element which is typical of Romantic period music. In addition, Tchaikovsky’s expressiveness in this work can be seen in his unique manipulation of tone color which goes so far as to include such unusual “orchestral” items as bells and cannons.

Symphony Number 6 in B Minor (“Pathetique”) was written in 1893, shortly before Tchaikovsky’s death. This work again emphasizes emotional expression and as such it clearly exhibits the depression and pessimism which plagued the composer at that time in his life (Brown 626). As in Romeo and Juliet and the 1812 Overture, this symphony’s expressiveness can be seen in the stylistic ele¬ment of mixing loud and soft dynamics, with a “range stretching from ffff to ppppp” (626).

The Pathetique Symphony is also typical of the Romantic period in that it focuses on melody and tone color rather than harmony and form, and because it shows a tendency toward “episodic rather than integrated symphonic movements” (Whittall 129). This is in sharp contrast to the way Classical symphonies were generally composed. In addition, a Romantic interest in musical experimentation can be seen in Tchaikovsky’s use of 5/4 time in the second movement of this symphony. According to the Classical tradition, the rhythm of this dance movement should have been in 3/4 time. Tchaikovsky’s use of harmony in his Pathetique Symphony

NUTRITIOUS NESTLE MILO® AT MORE AFFORDABLE PRICES Petaling Jaya, 23 February 2009 Malaysia’s favourite nutritious chocolate malt drink NESTLE MILO® has 10 good reasons why it is not just any chocolate malt drink. Now, Nestle MILO® is made more affordable in an effort to make the popular beverage even more accessible to Malaysians. Nestle Malaysia made the announcement of the new prices for MILO® powder range during the official visit by Y. B. Dato’ Shahrir Abdul Samad, Minister of Domestic Trade and Consumer Affairs to the Nestle factory in Petaling Jaya.

The initiative is part of Nestle’s commitment to Nourishing Malaysia and to reward all loyal Nestle MILO® users throughout the country. MILO® has been available for close to 60 years in the country and Malaysia is often referred to as the ‘Land of MILO®’ as it is the world’s largest consumption of MILO. Malaysians grew up with MILO and is part of the nation’s daily consumption habit. The country hosts the largest MILO® factory in the world located at Nestle’s manufacturing complex in Chembong, Negeri Sembilan.

The Nestle MILO® produced in Malaysia is certified Halal, as are all the other Nestle products manufactured, marketed or distributed in Malaysia. Currently various MILO® products are manufactured at two Nestle factories namely in Petaling Jaya, Selangor and Chembong, Negeri Sembilan bringing enhanced value and nutrition to Malaysians and 19% of the total annual production is for the export market. This is in line with the company’s journey towards becoming the world’s leading reference company on Nutrition, Health and Wellness.

Currently, Nestle’s MILO® range of products include MILO® powder in Soft packs, MILO® powder in Tin, MILO® Fuze Original, MILO® Fuze Ais Kool, MILO® Fuze Cereal, MILO® Fuze Light, MILO® Fuze Mocha, MILO® Fuze Oats and MILO Gold® powder. “With prices of certain key commodities such as Milk Solids and Palm Oil going down, we are pleased to be able to pass on this price decrease to our consumers. Speaking at the event, Mr. Sullivan O’Carroll, Managing Director of Nestle (Malaysia) Berhad said that the new pricing is part of the company’s efforts to reward loyal consumers.

This is also in response and in support of the Malaysian Government’s efforts to minimise the effects of the current economic situation on the rakyat,” said O’Carroll. “We would like to contribute towards improving the quality of lives of our consumers through investment in R&D to ensure we develop safe and nutritious foods for the well-being of our consumers. We see this as our obligation in many ways to the societies that we work in that we provide products that meet their needs, particularly their nutrition needs,” he added.

With a presence of MILO® in almost every household in Malaysia, Nestle continuously innovates and renovates the nutritious chocolate malt beverage in order to offer Malaysians a superior product with the unique choco-malty taste that they love in MILO®. It has 10 good reasons why MILO® is not just any chocolate malt drink, namely: Natural goodness of malt, milk and cocoa. Only MILO® has Protomalt, the special Nestle malt extract with a mixture of different types of Carbohydrates that provide energy and nutrients the body needs.

Only MILO® has Actigen-E, a combination of 8 vitamins and 4 minerals high in magnesium with enriched levels of Vitamins B, Vitamin C and Calcium to optimize release of energy from food. High in Protein for the building and repair of body tissues. A mug of MILO® contains 3. 5g of Protein, which is 11% of a child’s (7-9 years) daily recommended nutrient intake. High in Calcium for strong bones and teeth; and Magnesium for better absorption of Calcium into the body. High in Iron and Vitamin B12 for red blood cell formation; Vitamin C for iron absorption.

Nutritionally balanced in Protein, Fats and Carbohydrate. Halal Assurance. Trusted heritage of MILO® – nourishment you can count on anytime, anyplace. 10. The great MILO® taste – the unique choco-malty taste that Malaysians love 11. Over the years, MILO® continues to nourish children in schools with millions of cups of ice-cold MILO® through its fleet of sampling vans. Since the 1950s, MILO® has also consistently played an important role in the development of sports in Malaysia, leading the way in nourishing an active and healthy nation. 12.

For decades, MILO® has played an active role in supporting Malaysian sports and helps in the development of juniors at grassroots levels right up to supporting the Malaysian team in international sporting events. Annually, MILO® sponsors more than 200 events which include the MSSM MILO® Annual School Sports Award; National Junior Athletics Championships; MILO® Hidup Bola – Annual Futsal Tournament for under 16 and under 12; Le Tour de Langkawi; SEA Games and the Malaysian contingent in the 2008 Summer Olympics in Beijing, China. 13. MILO® was also responsible for initiating the “Malaysia Boleh! tag-line in 1992 as a battle cry to inspire the Malaysian contingent to the1993 Singapore Sea Games – which later became part of the nation’s battle cry to strive for excellence not only in sports but in all spheres of human endeavour. 14. Nestle’s manufacturing facility in Petaling Jaya, Selangor, was first opened in 1961. The factory covers a total land area of 50,300 sq meters with 30,300 sq meters of built-up area. The complex produces Nestle’s range of MILO® products, milk powder, culinary sauces and chilled dairy. Currently, the factory complex employs a total of 739 workers.

WELCOME TO THE PRESENTATION SALIENT FEATURES OF “THE TRADE UNION ACT, 1926” OBJECTIVES •FOR REGISTRATION OF TRADE UNIONS AND DEFINING THE LAW OF RELATING TO REGISTERED TRADE UNIONS. APPLICABILITY (SECTION 1) •EXTENDS TO WHOLE OF INDIA. DEFINITIONS (SECTION 2) “THE APPROPRIATE GOVERNMENT “ MEANS, IN RELATION TO TRADE UNIONS WHOSE OBJECTS ARE NOT CONFINED TO ONE STATE THE CENTRAL GOVERNMENT AND IN RELATION TO OTHER TRADE UNIONS, THE STATE OVERNMENT, UNLESS THERE IS ANYTHING REPUGNANT IN THE SUBJECT OR CONTEXT,- a)“EXECUTIVE” MEANS THE BODY, BY WHATEVER NAME CALLED, TO WHICH THE MANAGEMENT OF THE AFFAIRS OF A TRADE UNION IS ENTRUSTED. )“OFFICE BEARER” IN THE CASE OF A TRADE UNION INCLUDES ANY MEMBER OF THE EXECUTIVE THEREOF, BUT DOES NOT INCLUDE AN AUDITOR. c)“PRESCRIBED” MEANS PRESCRIBED BY REGULATIONS. d)“REGISTERED TRADE UNION” MEANS A TRADE UNION REGISTERED UNDER THIS ACT. e)“REGISTERED OFFICE” MEANS OFFICE OF A TRADE UNION REGISTERED UNDER THIS ACT AS HEAD OFFICE. f)“REGISTRAR” MEANS- •A REGISTRAR OF TRADE UNIONS APPOINTED BY THE APPROPRIATE GOVERNMENT UNDER SECTION 3 AND INCLUDES ANY ADDITIONAL OR DEPUTY REGISTRAR OF TRADE UNIONS, AND IN RELATION TO ANY TRADE UNION, THE REGISTRAR APPOINTED FOR THE STATE IN WHICH THE HEAD OR REGISTERED OFFICE, AS THE CASE MAY BE. OF TRADE UNION IS SITUATED. g. )“TRADE DISPUTE” MEANS ANY DISPUTE BETWEEN EMPLOYERS AND WORKMEN, OR BETWEEN WORKMEN AND WORKMEN, OR BETWEEN EMPLOYERS AND EMPLOYERS WHICH IS CONNECTED WITH THE EMPLOYMENT OR NON-EMPLOYMENT, OR THE TERMS OF EMPLOYMENT OR THE CONDITIONS OF LABOUR, OF ANY PERSON, AND “WORKMEN MEANS ALL PERSONS EMPLOYED IN TRADE OR INDUSTRY WHETHER OR NOT IN THE EMPLOYMENT OF THE EMPLOYER WITH WHOM THE TRADE DISPUTES ARISES. h. “TRADE UNION” MEANS ANY COMBINATION, WHETHER TEMPORARY OR PERMANENT, FORMED PRIMARILY FOR THE PURPOSE OF REGULATING THE RELATIONS BETWEEN WORKMEN AND EMPLOYERS OR BETWEEN WORKMEN AND WORKMEN, OR BETWEEN EMPLOYERS AND EMPLOYERS, OR FOR IMPOSING RESTRICTIVE CONSITIONS ON THE CONDUCT OF ANY TRADE OR BUSINESS, AND INCLUDES ANY FEDERATION OF TWO OR MORE TRADE UNIONS. MODE OF REGISTERATION ANY SEVEN OR MORE MEMBERS OF A TRADE UNION MAY, BY SUBSCRIBING THEIR NAMES TO RULES OF TRADE UNION AND BY OTHERWISE COMPLYING WITH THE PROVISIONS OF THIS ACT WITH RESPECT TO REGISTARATION, APPLY FOR REGISTRATION.

PROVIDED THAT NO TRADE UNION OF WORKMEN SHALL BE REGISTERED UNLESS AT LEAST 10% OR ONE HUNDRED OF THE WORKMAEN, WHICHEVER IS LESS, EMPLOYED IN THE ESTABLISHMENT OR INDUSTRY ARE THE MEMBERS OF SUCH TRADE UNION ON THE DATE OF APPLICATION . PROVIDED FURTHER THAT NO TRADE UNION OF WORKMEN SHALL BE REGISTERED UNLESS IT HAS ON THE DATE OF MAKING APPLICATION NOT LESS THAN SEVEN PERSONS AS ITS MEMBERS, WHO ARE WORKMEN ENGAGED OR EMPLOYED IN THE ESTABLISHMENT OR INDUSTRY WITH WHICH IT IS CONNECTED.

APPLICATIONS FOR REGISTERATION SHALL NOT BE INVALID MERELY BECAUSE AFTER THE DATE OF APPLICATION BUT BEFORE REGISTRATION OF THE TRADE UNION, SOME APPLICANTS NOT EXCEEDING THE HALF OF TOTAL NO. OF PERSONS WHO MADE THE APPLICATIONS HAVE CEASED TO BE MEMBERS. APPLICATION FOR REGISTRATION- 1. APPLICATION FOR REGISTERATION OF A TRADE UNION SHALL BE MADE TO THE REGISTRAR AND SHALL BE ACCOMPANIED BY A COPY OF THE RULES OF THE TRADE UNION AND A STATEMENT OF THE FOLLOWING PARTICULARS, NAMELY:- A. )THE NAMES, OCCUPATIONS AND ADRESSES OF THE MEMBERS MAKING APPLICATIONS; B. IN CASE OF A TRADE UNION OF WORKMEN, NAMES, OCCUPATIONS AND ADDRESSES OF PLACE OF WORK OF MEMBERS OF TRADE UNION MAKING THE APPLICATION. C. )NAME OF TRADE UNION AND THE ADDRESS OF ITS H. O. , D. )TITLES, NAMES, AGES, ADDRESSES AND OCCUPATIONS OF OFFICE BEARERS OF THE TRADE UNION. 2. WHERE A TRADE UNION HAS BEEN IN EXISTENCE FOR MORE THAN ONE YEAR BEFORE THE MAKING OF AN APPLICATION FOR ITS REGISTRATION, THERE SHALL BE DELIVERED TO THE REGISTRAR, TOGETHER WITH THE APPLICATION, A GENERAL STATEMENT OF THE ASSETS AND LIABILITIES OF THE TRADE UNION PREPARED IN SUCH FORM AND CONTAINING SUCH PARTICULARS AS MAY BE PRESCRIBED.

PROVISIONS TO BE CONTAINED IN THE RULES OF THE TRADE UNION: A)NAME OF TRADE UNION. B)OBJECTS OF TRADE UNION C)PURPOSES FOR WHICH GENERAL FUNDS OF THE TRADE UNION; D)LIST OF MEMBERS OF TRADE UNIONS AND FACILITIES FOR INSPECTION BY OFFICE BEARERS AND MEMBERS OF T. U. E)ADMISSION OF ORDINARY MEMBERS ACTUALLY ENGAGED OR EMPLOYED IN INDUSTRY WITH WHICH THE TRADE UNION IS CONNECTED WITH AND ADMISSION OF HONORARY OR TEMPORARY MEMBERS AS OFFICE BEARERS UNDER SECTION 22 TO FORM THE EXECUTIVE OF THE TRADE UNION. F)PAYMENT OF SUBSCRIPTION- NOT LESS THAN ONE RUPEE PER ANNUM FOR RURAL WORKERS; 3 RS.

PER ANNUM FOR WORKERS IN ORGANISED SECTOR; 12 RS. PER ANNUM FOR WORKERS IN ANY OTHER CASE. G)CONDITIONS UNDER WHICH MEMBERS SHALL BE ENTITLED TO BENEFIT UNDER THE RULES AND UNDER WHICH FINE OF FORFEITURE MAY BE IMPOSED ON THE MEMBERS. H)RULES OF AMMENDMENT, VARIATION, OR RESCINDEDNESS. I)MANNER IN WHICH MEMBERS OF THE EXECUTIVE AND OFFICE BEARERS SHALL BE ELECTED AND REMOVED. J)DURATION OF PERIOD BEING NOT MORE THAN THREE DAYS FOR WHICH MEMBERS OF EXECUTIVE AND OFFICE BEARERS SHALL BE ELECTED. K)SAFE CUSTODY OF FUNDS, ANNUAL AUDIT OF THE ACCOUNTS AND INSPECTION FACILITIES BY OFFICE BEARERS AND MEMBERS.

L)MANNER IN WHICH THE TRADE UNION MAY BE DISSOLVED. REGISTRATION REGISTRAR ON SATISFACTION WITH THE COMPLIANCE OF ALL THE REQUIREMENTS SHALL REGISTER THE TRADE UNION. CERTIFICATE OF REGISTERATION REGISTRAR SHALL ISSUE CERTIFICATE OF REGISTERATION. •REGISTRATION OF TRADE UNION IS COMPLETELY DIFFERENT FROM ITS RECOFNITION. IN DAV COLLETE, JALANDHAR VS. STA- TE OF PUNJAB, 1971 SC 1737, IT IS HELD ‘RIGHT TO FORM ASSOCIATION DOES NOT HAVE WITH IT THE CONCOMITANT RIGHT OF RECOGNIZATION BY EMPLOYER’. MINIMUM REQUIREMENT ABOUT MEMBERSHIP OF TRADE UNION

A REGISTERED TRADE UNION SHALL AT ALL TIMES HAVE NOT LESS THAN 10% OR ONE HUNDRED WORKMEN, WHICHEVER IS LESS SUBJECT TO MINIMUM OPF SEVEN EMPLOYED IN ESTABLISHMENT/INDUSTRY WITH WHICH IT IS CONNECTE AS ITS MEMBERS. CANCELLATION OF REGISTERATION a) ON APPLICATION OF TRADE UNION b) ON SATISFACTION OF THE REGISTRAR THAT CERTIFICATE HAS BEEN OBTAINED BY FROAD OR MISTAKE OR THE TRADE UNION HAS CEASED TO EXIST OR HAS WILLFULLY AND AFTER NOTICE FROM REGISTRAR CONTRAVENED THE PROVISIONS OF THE ACT OR IN-CONSISTENCY WITH PROVISIONS OF SECTION 6. ) REGISTRAR BEING SATISFIED THAT TRADE UNION CEASES TO HAVE REQUISITE NUMBER OF MEMBERS. PROVIDED REGISTRAR SHALL GIVE NOTICE FOR NOT LESS THAN TWO MONTHS SPECIFYING GROUNDS. APPEAL AGGRIEVED BY THE DECISION OF THE REGISTRAR, APPEAL LIES WITHIN THE LIMITS OF PRESIDENCY TOWN/HIGH COURT b. )WHERE HEAD OFFICE FALLS WITHIN JURISDICTION OF LABOUR COURT OR INDUSTRIAL TRIBUNAL, TO THAT COURT OR TRIBUNAL. c. )WHERE HO IS SITUATED IN ANY OTHER AREA, TO SUCH COURT AS MAY BE PRESCRIBED. OBJECTS ON WHICH GENERAL FUNDS MAY BE SPENT 1. SALARIES, ALLOWANCES AND EXPENSES OF OFFICE BEARERS. 2.

ADMINISTRATIVE EXPENSES/AUDIT. 3. LEGAL PROCEEDINGS FOR TRADE UNION/MEMBERS’ INTERESTS 4. ALLOWANCES TO MEMBERS/DEPENDENTS ON ACCOUN OF DEATH, OLD AGE, SICKNESS, ACCIDENTS OR UNEMPLOYMENT. 5. INSURANCE POLICIES ON THE LIVES OF MEMBERS. 6. EDUCATION, SOCIAL OR RELIGIOUS BENEFITS INCLUDING EXPENSES ON FUNERAL/RELIGIOUS CEREMONIES OF MEMBERS/DECEASED MEMBERS. 7. PERIODICAL PUBLICATIONS. 8. IN FURTHERANCE OF ANY OF THE OBJECTS FOR WHICH GENERAL FUNDS COULD BE SPENT. CONSTITUTION OF A SEPARATE FUND(SECTION 16) FOR POLITICAL PURPOSES INTENDING FOR THE PROMOTION OF CIVIC AND POLITICAL INTEREST OF ITS MEMBERS E.

G. , PAYMENT FOR CANDIDATE FOR ELECTION TO ANY LEGISLATIVE BODY OR ANY LOCAL AUTHORITY, BEFORE, DURING OR AFTER THE ELECTION IN CONNECTION WITH HIS CANDIDATURE OR ELECTION OF HOLDING OF ANY MEETING OR DISTRIBUTION OF LITERATURE/DOCUMENTS IN HIS SUPPORT OR FOR MAINTENANCE OF ANY PERSON WHO IS A MEMBER OF LEGISLATIVE BODY OR ANY LOCAL AUTHORITY OR REGISTERATION OF ELECTORS/SELECTION OF SUCH CANDIDATES FOR HOLDING POLITICAL MEETINGS OR DISTRIBUTION OF POLITICAL LITERATURE. HOWEVER, NO MEMBER SHALL BE COMPELLED FOR SUCH CONTRIBUTIONS NOR SHALL HE BE EXCLUDED FROM UNION OR PLACED UNDER ANY DISABILITY.

CRIMINAL CONSPIRACY IN TRADE DISPUTES (SECTION 17) NO OFFICE BEARER OR MEMBER OF A REGISTERED TRADE UNION BE LIABLE TO PUNISHMENT UNDER SUB-SECTION (2) OF SECTION 120B OF THE INDIAN PENAL CODE, 1860 (45 OF 1860) IN RESPECT OF ANY AGREEMENT MADE BETWEEN THE MEMBERS FOR THE PURPOSE OF FURTHERING ANY SUCH OBJECT OF THE TRADE UNION AS IS SPECIFIED IN SECTION 15, UNLESS THE AGREEMENT TO COMMIT AN OFFENCE. •THE ESSENCE OF “CONSPIRACY” IS AN AGREEMENT, TOGETHER WITH AN OVERT ACT, TO DO AN UNLAWFUL ACT, OR DO A LAWFUL ACT IN AN UNLAWFUL MANNER. MERE KNOWLEDGE, AQUIESCENCE, APPROVAL, OR ATTEMPT ON PART OF ONE TO PERPETRATE ILLEGAL ACT IS INSUFFICIENT. •A CONSPIRACY MAY BE A CONTINUING ONE; ACTORS MAY DROP OUT, AND OTHERS DROP IN; THE DETAILS OF OPERATION MAY CHANGE FROM TIME TO TIME; THE MEMBERS NEED NOT KNOW EACH OTHER OR THE PART PLAYED BY OTHERS; A MEMBER NEED NOT KNOW ALL THE DETAILS OF THE PLAN OR THE OPERATIONS; HE MUST, HOWEVER, KNOW THE PURPOSE OF THE CONSPIRACY AND AGREE TO BECOME A PARTY TO PLAN TO EFFECTUATE THAT PURPOSE. •THE INDIAN PENAL CODE, 1860, (IPC) BY ITS S. 120A DEFINES CRIMINAL CONSPIRACY AS: “WHEN TWO OR MORE PERSONS AGREE TO DO, OR CAUSE TO BE DONE- . AN ILLEGAL ACT, OR 2. AN ACT WHICH IS NOT ILLEGAL BY ILLEGAL MEANS, SUCH AN AGREEMENT IS DESIGNATED A CRIMINAL CONSPIRACY. PROVIDED THAT NO AGREEMENT EXCEPT AN AGREEMENT TO COMMIT AN OFFENCE SHALL AMOUNT TO A CRIMINAL CONSPIRACY UNLESS SOME ACT BESIDES THE AGREEMENT IS DONE BY ONE OR MORE PARTIES TO SUCH AGREEMENT IN PURSUANCE THEREOF. IT IS IMMATERIAL WHETHER THE ILLEGAL ACT IS THE ULTIMATE OBJECT OF SUCH AGREEMENT, OR IS MERELY INCIDENTAL TO THAT OBJECT. THE INGREDIENTS OF THIS OFFECNCE ARE- 1. THAT THERE MUST BE AN AGREEMENT BETWEEN THE PERSONS WHO ARE ALLEGED TO CONSPIRE; AND 2.

THAT THE AGREEMENT SHOULD BE- a)FOR DOING OF AN ILLEGAL ACT, OR b)FOR DOING BY ILLEGAL MEANS AN ACT WHICH MAY NOT ITSELF BE ILLEGAL. IMMUNITY FROM CIVIL SUIT IN CERTAIN CASES (SECTION 18) •NO SUIT IS MAINTAINABLE AGAINST REGISTERED TRADE UNION/OFFICE BEARER/MEMBER IN RESPECT OF ANY ACT DONE IN CONTEMPLATION OR FURTERANCE OF A TRADE DISPUTE TO WHICH A MEMBER OF TU IS A PARTY ONLY THAT SUCH ACT INDUCES SOME OTHER PERSON TO BREAK EMPLOYMENT CONTRACT OR INTERFERES WITH TRADE, BUSINESS OR EMPLOYMENT OF SOME OTHER PERSON OR WITH THE RIGHT OF SOME OTHER PERSON TO DISPOSE OF HIS CAPITAL OR HIS LEVER AS HE WILLS. REGISTERED TU NOT LIABLE IN ANY SUIT IN RESPECT OF ANY TORTIOUS ACT DONE IN CONTEMPLATION OR FURTHERANCE OF A TRADE DISPUTE BY ANY AGENT OF TU IF PROVED THAT SUCH A PERSON ACTED WITHOUT THE KNOWLEDGE OF OR CONTRARY TO EXPRESS IN SECTIONS GIVEN BY THE EXECUTIVE OF TU. DISQUALIFICATION OF OFFICE- BEARERS OF TRADE UNIONS •IF HE HAS NOT ATTAINED AGE OF 18 YRS •CONVICTED OF MORAL TURPITUDE AND SENTENCED TO IMPRISONMENT UNLESS A PERIOD OF 5 YRS HAS ELAPSED SINCE HIS RELEASE PROPORTION OF THE OFFICE BEARERS TO BE CONNECTED WITH INDUSTRY •NOT LESS THAN ONE-HALF OF THE TOTAL NUMBER OF OFFICE BEARERS OF TU IN AN

UNORGANISED SECTOR SHALL BE PERSONS ACTUALLY ENGAGED INDUSTRY WITH WHICH TU IS CONNECTED •SAVE AS ABOVE ALL OFFICE BEARERS OF TU EXCEPT NOT MORE THAN ONE THIRD OF TOTAL NUMBER OF OFFICE BEARERS OR 5, WHICHEVER IS LESS, SHALL BE PERSONS ACTUALLY EMPLOYED IN ESTABLISHMENT/INDUSTRY WITH WHICH TU IS CONNECTED. •RETIRED OR RETRENCHED EMPLOYEE SHALL NOT BE TREATED AS OUTSIDER FOR HOLDING OFFICE IN TU. •NO MINISTER OR A PERSON HOLDING OFFICE OF PROFIT (NOT BEING ENGAGED IN ESTABLISHMENT/INDUSTRY WITH WHICH TU IS CONNECTED SHALL BE MEMBER OF EXECUTIVE BODY OF TU.

CHANGE OF NAME OF TU WITH THE CONSENT OF NOT LESS THAN 2/3RD OF THE TOTAL NO. S OF MEMBERS AND SUBJECT TO SECTION 25 CAN CHANGE NAME. (SECTION 23) AMALGAMATION OF TRADE UNIONS (SECTION 24) REQUIRES VOTES OF AT LEAST ONE HALF OF MEMBERS OF EACH TU ENTITLED TO VOTE AND ATLEAST 60% OF VOTES SHOULD FAVOUR THE PROPOSAL. (SECTION 24, 25) DISSOLUTION- NOTICE OF DISSOLUTION SIGNED BY 7 MEMBERS AND BY THE SECRETARY OF TU GIVING CLEAR NOTICE OF 14 DAYS TO THE REGISTRAR AND ON HIS SATISFACTION DISSOLUTION SHALL HAVE EFFECT. REGISTRAR SHALL DISTRIBUTE THE FUNDS AMONGST THE MEMBERS IF THE RULES OF THE TU DO NOT HAVE PROVISIONS

Numerous problems have been created due to the economic crisis that almost everyone in the United States has been suffering from. San Diego in particular, hit hard with the crisis, has faced a number of foreclosures and evictions which have consequently increased the number of homeless people on the streets. “America’s Finest City” has always faced a homelessness problem, but like all chronic problems with the homeless, it is merely acknowledged in times of recession and economic demise. In down times like today, focus is on the struggling middle-class homeowner, not on the housing problems of the longstanding ill-housed population” (Shaw). USLegal. com defines “homeless” under Section 11302 of the McKinney-Vento Homeless Assistance Act as an individual “who lacks a fixed, regular, and adequate night-time residence or a person who resides in a shelter, welfare hotel, transitional program or place not ordinarily used as regular sleeping accommodations, such as streets, cars, movie theatres, abandoned buildings, etc”.

Our deteriorating financial market has led to more and more people being laid off of work, leaving the homeless community to grow in San Diego. But although the financial crisis can deepen the homeless situation in San Diego, it is not the sole reason for it. It can be said that at San Diego could even be the creator of its own chronic homelessness problem. The homeless population in San Diego can be attributed to a number of factors, such as the attempts to attract tourism or to keep San Diego “America’s Finest City”. What people do need to focus on is creating a solution to this problem.

Even during the prosperous economic times in the Clinton administration, the number of homeless people was still high and there have been many proposed solutions to pacify the problem, yet pacifying the problem is not enough. We must not only prevent homelessness, we must accommodate those who are already without a dependable place to live. The city of San Diego must increase its minimum wage to reflect the rising average rental costs, provide more low income and permanent homeless shelters, as well as provide more menial jobs.

Without doing so, the streets lining downtown San Diego will become more crowded and the beauty will be taken out of America’s Finest City. One strong example of how San Diego has created its own chronic homelessness problems is the creation of Petco Park. The stadium itself has become an icon in San Diego culture. It lies in the heart of the city alongside the San Diego Bay and it changed the face of the East Village area it was built in. The area used to be renowned for drug users and prostitutes, yet as the building of the stadium began, construction workers began to take over.

The stadium has become apart of the trendy urban style in the city through its location in the urban city rather than being built somewhere inland by the suburbs. The culture of San Diego is based on its touristic aspect and within a few miles of Downtown are Sea World, beaches, the World Famous San Diego Zoo, Legoland, and high end designer malls. In accommodating the increase in population, Petco Park catered to the baseball fiends of San Diego with Petco Park the same way that Qualcomm Stadium does so for football fans.

Alongside catering to the rise of people choosing to live the city lifestyle like that of New York and San Francisco, the city of San Diego built high rise condominiums nearby Petco Park as a means to promote the urbanity of the city. “To attract tourists, it is important for local boosters to be able to project a ‘place identity’ that can transform ‘ordinary places and times into extraordinary tourist worlds’” (Judd 280), and San Diego has taken much efforts in attracting tourism this way.

The attraction of the city not only brings tourists, but it also draws in potential residents of the city. Not every person who packs up their belongings and moves to the city achieves their goal of starting a new, lucrative life. “San Diego’s adult homeless male population was composed largely of young men from the West and Midwest who had come to the Southwest in search of jobs” (Homeless 5). When the goal of the city is to attract more tourists and residents, it is critical to keep in mind that an increase in job opportunities will be necessary alongside a growth in population.

If the city does not provide more jobs, not only will there be increase in population, but also an increase in the homeless population. At first, it was thought that Petco Park would somehow alleviate the homeless situation of Downtown by boosting the economy, but in reality the gentrification has only pushed out the homeless to the peripherals of the downtown merely masking the economy with beautiful high rises. The closing down of shelters and churches that helped relieve the homeless populations in the East Village left the homeless to search for other places to inhabit.

Areas like Barrio Logan and Sherman Heights felt the movement of the lower income families and the homeless as the redevelopment of the East Village area of downtown caused them to move outward. High priced rentals and condominiums were the foundations of the economically driven gentrification and areas like these are suffering from greediness. Anthropologist Neil Smith says for the urban frontier of today “gentrification and urban redevelopment represent the most advanced example of the redifferentiation of geographical space” (264). The area that East Village was built upon received a complete makeover.

While old inhabitants displace to areas in the outskirts such as Sherman Heights and Barrio Logan, the prices and reputation falls. Because the East Village area was considered one of the lower end areas of downtown, developers tore down the neighborhood because of its cheap price and rebuilt to a price level that previous renters would not be able to afford. The cycle only repeats itself as the outer cities fall in prices and reputation. Therefore, more and more people are forced out onto the streets of San Diego as becomes nearly impossible to pay rent without the necessary money,.

This proves that the attempt to beautify and revamp the face of San Diego has only resulted as a mask, hiding the fact that there still is a problem of the ill-fortuned population. While there are various solutions to the problem of chronic homelessness, America’s Finest City is instead sweeping it under the rug. During the 2007 wildfires, Petco Park, along with Qualcomm Stadium, served as a place of refuge for those whose homes were in danger. Local news reporters and blog rings reported that at these shelters and places of refuge, homeless people were turned away.

It is a disturbing to think that places like Petco Park, which have caused much displacement within the county, can turn down the same people that they forced out. It is as if the city of San Diego turned its back to those in need. In Downtown San Diego, you can find sidewalks on either side of the street lined with trash bags full of old possessions and sleeping bags and blankets with the ill fortuned buried underneath. To most residents of San Diego, and of large metropolitan areas in the nation, this is nothing out of the ordinary.

Homelessness is something that has seemed to become an accepted part of the city, and the majority of the ill fortuned find themselves within the gridlines of Downtown San Diego. In a 2005 study at the University of California, San Diego, researchers found that Chronic homelessness is most often associated with schizophrenia or bipolar disorder, substance abusers and people who have no publicly funded health care. Men are also more likely to be homeless than women and, tragically, at least 22 percent of San Diego’s homeless citizens are veterans (Oliver and Sawyer).

It is ironic that a city whose foundation lies upon its various military bases could find a number of its veterans wandering the streets homeless. San Diego is well recognized as a city with its roots in the military, so it’s no wonder that less than 30 years ago two veterans began what is now known as the Veterans Village of San Diego (VVSD). The Village is a facility that offers opportunities for housing and guidance for job seeking. Although VVSD is a wonderful resource for the homeless of San Diego, it extends its supports only to the veterans.

This is wonderful for those of the veteran status, but a service is still necessary for those who are not. San Diego needs programs geared towards the entire homeless population. Instead of focusing of ridding the homeless population one section at a time, San Diego should concentrate its effort to help give every citizen an opportunity to make their life better. The city of San Diego has tried many solutions to ending its problem of chronic homelessness. In 2005, almost 70 million in funds were distributed to the homeless in cash assistance, food stamps, transitional housing, health services, and food (Oliver and Sawyer).

Although these services provided much help to those in ill-need, the small fraction of chronic homelessness in San Diego (approximately 1,440 chronic homeless in 1995) consume nearly 50 percent of the resources the city provides (Oliver and Sawyer). San Diego needs a solution in which the homeless would not only depend on for food and shelter, but would use in assistance to a change in their life in which they themselves would be the providers for food and shelter. What is necessary is a program and service that one could not just consume and move on to the next. Permanent, low income housing is necessary.

Job skills and life counseling are necessary. Long term and permanent change are necessary. Alongside the distribution of funds, another implemented solution to the homelessness problem in San Diego is the Homeless Court Program (HCP) that was created in 1989. Before, the normal routine to reprimanding the illegalities of the homeless would constitute of finding the homeless, citing them, removing them from the area, to having the majority of the defendants absent from court. This would result in circles as law enforcements would have to start over as they find themselves reprimanding the same homeless from different areas.

The Homeless Court Program differs from the traditional legalities in that the usual way of dealing with the homeless involves force whereas the HCP involves helping the homeless help themselves. The program is usually held at Homeless shelters and requires a cooperation with drug, job, and life skills counselors. The HCP does not allow felony cases, only misdemeanor and the judge decided whether the defendant’s self -rehabilitation is an acceptable substitute for punishment (rather than jail time or more fines). The HCP is an amazing aide in helping the homeless community of San Diego.

In fact, other cities in California, such as Ventura and Fresno, and around the nation, such as Salt Lake City and Albuquerque, have mimicked San Diego’s Homeless Court Program. Although this program serves magnificent in helping the homeless, its main drawback is that it relies upon the homeless people who have had run-ins with the law. The city of San Diego needs a program or a service that provides aide in preventing homelessness as well as aide to those who already are homeless but have not had encounters with law enforcement.

In 2006, a proposal to help the homeless was widely debated among the politicians of San Diego. The proposal called for “Homeless Zones” in which certain areas downtown would be deemed safe havens for the homeless where it would not be allowed to be given citations for loitering or sleeping on the sidewalks. The homeless would be allowed to sleep in these zones without the fear of being cited for illegal lodging. The proposal received much debate between the city mayor and attorney as Mayor Sanders disproved the plan because he believed it would cause an increase in crime and promote more homelessness instead of change.

City attorney Mike Aguirre believed that the proposition would help manage the homeless population of San Diego. Aguirre had noted that at that time, San Diego was trying to build a new home for the Chargers, the city’s football team, and yet not thinking about building shelter for the homeless population, showing how San Diego has no morals (Barrera). Each side has its points to make, but regardless, the solution does nothing to help the homeless help themselves. Instead of debating the issue, Mayor Sanders should have come up with a different solution to end the chronic homelessness problem.

San Diego lacks a solid solution to poverty. Previous proposed solutions have seemed to either only provide resources to a certain fraction of the homeless population or merely give out cash assistance of some sort, but a solid solution would incorporate long term change and less people out on the streets. If America’s Finest City adjusted the minimum wage to reflect and comply with rising rental costs, more people would be inclined to find a job, unskilled or not, because they would know that their hard work would have much benefit to their lives.

Alongside an adjusted minimum wage, San Diego should build more low income housing and homeless shelters spread throughout the county, instead of being concentrated in Downtown San Diego. This would in turn provide more job opportunities in that more grocery stores, whether welfare-based or not, and shopping centers would be built to help assist the lower income class, and since these create unskilled jobs available, people would me more capable at paying their rents and making a better life for themselves and for their families.

If San Diego would implement these practical solutions, the benefits would definitely outweigh the costs. Economically, we would see the bottom of the social ladder grow as the lower class would push out towards middle class, therefore balancing out the lower, middle, and upper income class and bringing some sort of stability to our dwindling economy. Politically, San Diego would have to endure the long process of passing propositions that would allow for funding for creating and building these low income housing.

Funding would ultimately stem from taxes paid by the citizens of San Diego, and although this would be an issue for taxpayers, the payback would be profound. Socially, the dynamics within San Diego would be so diverse that the city would lose any negative stigma it may have. If these solutions were implemented in San Diego, our streets would be rid of loiterers and the downtown free from streets lined with homeless people in sleeping bags. This would add to the beauty that comes from America’s Finest City.

It would not only come from aesthetics; the fact that our city has been “cleaned up”, but it would become the beauty within: the fact that instead of improving the look of San Diego, the city would also deepen its heart by enriching the lives of each and every citizen of its county though helping others. America’s Finest City would be beautiful inside and out. Works Cited Anderson, Kevin. “Homelessness, the Economic Crisis and Voting. ” The Guardian 12 Oct. 2008. The Guardian. 12 Oct. 2008. 21 Nov. 2008 . Barrera, E. A. “Aguirre Calls for a€? Homeless Zonesa€? … Endorses Propositions a€? Ba€? and a€? Ca€?. ” 6 Oct. 2006. 4 Nov. 2008 .

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Sign on San Diego. 6 Oct. 2008 . Oliver, Dene, and Doug Sawyer. “Ending Chronic Homelessness in San Diego. ” Union Tribune 29 June 2006. Sign on San Diego. 29 June 2006. Union Tribune. 2 Nov. 2008 . Shaw, Randy. “It’s Time to Re-Brand the Housing Crisis. ” Beyond Chron. 18 Nov. 2008. 21 Nov. 2008 . Smith, Neil. “Gentrification, The Frontier, and the Restructuring of Urban Space. ” Readings in Urban Theory. By S. Fainstein and S. Blackwell. Oxford: Blackwell. 260-77. The Soul of San Diego: Keeping Balboa Park Magnificent in its Second Century. Rep. No. The Center for City Park Excellence of the Trust for Public Land. January, 2008 ed.