Free Essays on Rosencratz & Guildenstern Are Dead

â€Å"There's a divinity that shapes our ends,† is a theme that echoes through most of the Shakespearean play Hamlet and the new contemporary piece of work by Tom Stoppard, Rosencrantz & Guildenstern Are Dead. Free will, as a concept, is discussed very existentially in Rosencrantz & Guildenstern Are Dead since the whole play takes place in the midst of Hamlet itself, and thus Rosencrantz and Guildenstern are unable to actually break free of the destiny assigned to them by Shakespeare. Hamlet, himself a character in a play, enjoys a more free range of choices and decisions with which to shape his destiny, and these choices pre-dermine the path of other characters in the play. Rosencrantz and Guildenstern, themselves actors, are able to discuss their options, and possible scenarios which they could take, but since they are bound by what Shakespeare wrote and pre-dermined for them, they have to follow that exact path. Ros: How very intriguing! I fee like a spectator-an appalling business. The only thing that makes it bearable is the irrational belief that somebody interesting will come in a minute. (pg. 40) While discussing passerby’s, Rosencrantz hits upon the very same dilemma that overhangs them throughout the whole play. They are nothing more then spectators to the fact that their existence is passing them by without any input from them, and the only relief to this dilemma would be for someone interesting to come and redirect them. This someone could perhaps be the divine entity or Hamlet. Guil: What a fine persecution-to be kept intrigued without ever quite being enlightened. (pg. 40) In Hamlet they enjoy a much more liberal sense of free will, while at the same time still being confined to the story brought to the by the choices that Hamlet makes. They are always given meaning by someone else, either through their friendship with Hamlet, or through the good will of the king, who gives them a task to complete, thus giving them d... Free Essays on Rosencratz & Guildenstern Are Dead Free Essays on Rosencratz & Guildenstern Are Dead â€Å"There's a divinity that shapes our ends,† is a theme that echoes through most of the Shakespearean play Hamlet and the new contemporary piece of work by Tom Stoppard, Rosencrantz & Guildenstern Are Dead. Free will, as a concept, is discussed very existentially in Rosencrantz & Guildenstern Are Dead since the whole play takes place in the midst of Hamlet itself, and thus Rosencrantz and Guildenstern are unable to actually break free of the destiny assigned to them by Shakespeare. Hamlet, himself a character in a play, enjoys a more free range of choices and decisions with which to shape his destiny, and these choices pre-dermine the path of other characters in the play. Rosencrantz and Guildenstern, themselves actors, are able to discuss their options, and possible scenarios which they could take, but since they are bound by what Shakespeare wrote and pre-dermined for them, they have to follow that exact path. Ros: How very intriguing! I fee like a spectator-an appalling business. The only thing that makes it bearable is the irrational belief that somebody interesting will come in a minute. (pg. 40) While discussing passerby’s, Rosencrantz hits upon the very same dilemma that overhangs them throughout the whole play. They are nothing more then spectators to the fact that their existence is passing them by without any input from them, and the only relief to this dilemma would be for someone interesting to come and redirect them. This someone could perhaps be the divine entity or Hamlet. Guil: What a fine persecution-to be kept intrigued without ever quite being enlightened. (pg. 40) In Hamlet they enjoy a much more liberal sense of free will, while at the same time still being confined to the story brought to the by the choices that Hamlet makes. They are always given meaning by someone else, either through their friendship with Hamlet, or through the good will of the king, who gives them a task to complete, thus giving them d...

Core Values-Nestle Essays

Core Values-Nestle Essays Core Values-Nestle Paper Core Values-Nestle Paper Core Values and Intercultural Management Sep 29,2007 00:00 by admin Core Values and Intercultural Management Case Study: Nestle In 2001, Nestle was the largest and most diversified food company in the world, with nearly 500 factories in more than 100 countries. In fact, over the period 1867–2000 it surpassed other food manufacturers and purchasers of agricultural raw materials in scale of operations. Over 230,000 people worldwide work in Nestles factories, research laboratories and offices. In 1999 Nestle generated a total income of 4,007 million Swiss francs. This case study is based on a series of interviews with prominent Nestle managers engaged in strengthening Nestles core values. Niels Christiansen, Vice President, Public Affairs of Nestle SA, explains that even though 98 per cent of Nestle operations are outside Switzerland, the company still originated in Switzerland. The corporate headquarters is located in Switzerland. Hence some Swiss cultural values are an integral part of Nestle core values. Many Swiss values are embedded in the Nestle General Management and Leadership Principles and the Nestle Corporate Business Principles. These Principles reflect not only Nestles basic corporate values, but some of the Swissness of the company as well. What has been described as the Swissness of the company refers to the pragmatic and resultsoriented nature of the Principles. The Nestle General Management and Leadership Principles are presented in our case study on communications and intercultural management (see Chapter 2). The box on page 87 reproduces the Nestle Corporate Business Principles. NESTLE CORPORATE BUSINESS PRINCIPLES Nestle is committed to the following business principles in all countries taking into account local legislation, culture and religious practice: Nestles business objective, and that of management and employees at all levels, is to manufacture and market the companys products in such a way as to create value that can be sustained over the long term for customers, shareholders, employees, business partners and the large number of national economies in which Nestle operates. Nestle does not favour short-term profit at the expense of successful long-term business development, but recognizes the need to generate profit each year in order to maintain the support of the financial markets, and to finance investments. Nestle believes that, as a general rule, legislation is the most effective safeguard of ethical conduct, although in certain areas, additional guidance to management and employees, in the form of voluntary business principles, is beneficial in order to ensure that the highest standards are met throughout the organization. Nestle is conscious of the fact that the success of a corporation is a reflection of the professionalism, conduct and ethical values of its management and employees, therefore recruitment of the right people and ongoing training and development are crucial. Nestle recognizes that consumers have a legitimate interest in the company behind the Nestle brands, and the way in which the Nestle company operates. Although core values can be propagated across a multicultural corporation in a variety of ways, Nestle adopts certain approaches that are characteristic of it. These approaches have been used consistently and for a considerable length of time, even though the companys various Principles have been written down only recently. One important approach is careful and meticulous selection of personnel. This approach has been enshrined in the Nestle Corporate Business Principles. Potential employees are assessed as to whether they possess the attributes that would enable them to fit into the Nestle way of life. An assessment is also made of whether they can achieve complete integration into Nestle culture over time. Nestles selection process has been so effective that most of its employees have pursued a lifetime career, spanning at least 30 years with the company. This lifetime association with Nestle enables employees to completely imbibe and operationalize the Nestle core values. Additionally, new recruits are given extensive coaching as well as training, to ensure that they fully understand Nestles core values. Both the Nestle Management and Leadership Principles document and the Nestle Corporate Business Principles document contain personal messages from the CEO. The CEO, as well as all senior managers, make it clear that they expect all employees to subscribe to and implement the company core values. Of course, members of the top management echelon also live the core values themselves so that they serve as role models. Nestle uses extensively another means to propagate its core values: its international management cadre. Members of this cadre go from country to country working as managers in different Nestle branches. These international management cadre managers ensure that the Nestle core values are institutionalized at all Nestle locations. They occupy a significant proportion of the key positions at all Nestle branches, and can therefore exert a tremendous amount of influence. All managers of Nestle, irrespective of ethnic origin or geographic location, are part of the Nestle culture and share the same core values. Additionally, by rotation, they spend some time at the Nestle headquarters in Vevey, Switzerland. During the initial stages of their career, Nestle employees (from all over the world) attend residential training programmes at Vevey, which are of approximately one months duration. These programmes reinforce the core values which Nestle employees have already assimilated. They also make Nestle employees realize that regardless of where they are from, they all share these core values. Although Nestles core values are the glue that holds together all its managers distributed across more than 100 countries, the company is also sensitive to local cultures. Brabeck, CEO of Nestle, has remarked, Since Nestles activities in Switzerland, its country of origin, account for less than 2 per cent of its global turnover, Nestle learned very early to respect the social, political and cultural traditions of all countries in which the products are produced and sold, and to be a highly decentralized people and products oriented company rather than a systems oriented company. The interesting question that presents itself is, how does Nestle manage the dialectic between having well-entrenched core values, and respecting national cultures? Vietnam is a country in which Nestle has established a branch only recently (in 1996). It is a challenging country in which to start operations. In the first instance, it is a communist country with a state controlled market. Additionally, the cultural ethos and ambience of Vietnam are quite unique. When Nestle started its branch in Vietnam, it had to embed and institutionalize its core values there from scratch. Nestles initial step was to translate the two documents, Nestle Management and Leadership Principles, and Nestle Corporate Business Principles, into Vietnamese. During translation, it was found that some concepts could not be translated literally. Literal translations would lead to some loss of intended meaning. Hence, some of the concepts were elucidated using Vietnamese metaphors and symbols. For example, recourse was made to the metaphor of the family. The sort of relationship that Nestle expects from employees was compared to the sort of relationship that exists between family members. The importance of teamwork and team spirit was likewise advocated by reference to family values. Thus, a document was created especially for Nestle Vietnam that encapsulated the Nestle core values in the local idiom. This document is given to every employee who joins the branch. Before employees can join Nestle Vietnam, they have to satisfy the recruitment criteria. This includes whether the prospective employees can understand and appreciate the core values of Nestle, and align themselves with these core values. Individuals who will be unable to operationalize Nestle core values, because of either their background or their personality, are screened out. The background of a prospective employee is thoroughly checked. This is to ascertain what kinds of influence have conditioned him or her. At Nestle branches that have been in existence for some time, considerable autonomy is given to line managers in the matter of recruitment. In start-up branches like Nestle Vietnam, however, the HR department and top management are very closely involved in the recruitment process. They admit into their fold only those individuals who can subscribe to Nestle core values. Nestle believes that if employees are deficient in technical skills, but have the appropriate attitudes and values, they can be trained and learn those skills. On the other hand, values are more difficult to change. If prospective employees have attitudes incompatible with Nestles core values, then no amount of coaching can successfully bring them in line with Nestles expectations. One of the core values of Nestle is that its employees should have intercultural competencies and be able to interact effectively with people from all over the world. Hence, as part of the recruitment process at Nestle Vietnam, prospective employees attitudes to foreigners are assessed. Also assessed is how they view people from other parts of Vietnam. Preference is given to prospective employees who are tolerant and liberal thinking, and have experience of associating with people from diverse backgrounds. Sometimes it transpires that prospective employees would not like to work with foreigners from other parts of Asia, such as Malaysians, Japanese or Taiwanese. They do not mind working with Europeans, however. In such cases, Nestle Vietnam tries to ascertain whether the prejudice emanates from ignorance or from a deep-rooted emotion. If it is the former, training and coaching can eradicate the prejudice, as can first-hand experience of working with Malaysian, Japanese or Taiwanese managers. This is particularly true of young recruits who are perceived as being malleable. They are very receptive to being guided by a coach or mentor, much more so than in the case of their European counterparts. Thien Luong Van My, currently Issues Manager Public Affairs at Nestle headquarters in Vevey, Switzerland, and Country Head of Nestle Vietnam for the period 1996–2000, comments: They really enjoy this coaching like from an elder brother to a younger brother or sister. They really like to be guided not only about how they should work, but about how they should behave as well. And we pay a lot of importance to our newly joined recruits patterns of interaction. We observe them closely. And the elder brother recommends to his younger sibling how he can improve himself. This system appears to be working for us. We started in 1996 with three employees. I had a driver and a secretary. Today, there are 300 employees with Nestle Vietnam, all of whom are committed to Nestles core values. The core value of team spirit had to be nurtured with special effort at Nestle Vietnam in its early years. It is the experience of Nestle Vietnam that the Vietnamese are a fairly individualistic people. They may be loyal to a small group of people who are usually family members. Nestle Vietnam was in its crucial initial six years when headed by Thien, who is Vietnamese and grew up there. He therefore positioned himself as the patriarch of the company, somebody who could be considered an uncle or elder brother. He then capitalized on his position to encourage team spirit. He also ensured that team spirit was propagated in a manner appropriate to the Vietnamese culture. For instance, a practice integral to Vietnamese culture is showing respect and deference to elders. At Nestle Vietnam, a few units are headed by individuals who are younger than a few of their subordinates. A careful watch is kept on these individuals, to ascertain whether they treat those subordinates who are older than them with respect and regard. Nestle Vietnam has tried to design approaches for institutionalizing the Principles that comprise the Nestle core values. For example, consider the Nestle Corporate Business Principle regarding protection of the environment: Nestle integrates environmental policies, programs, and practices into each business as an element of management in all its functions, develops, designs and operates facilities and conducts its activities taking into consideration the efficient use of energy and materials, the sustainable use of renewable resources, the minimization of adverse environmental impact and waste generation, and the safe and responsible disposal of residual wastes, applies Nestle internal standards suitable to local conditions in those regions where specific environmental legislation is not yet in place, improves environmental protection relevant to its activities on a continuous basis, provides appropriate information, communication and training to build internal and external understanding about its environmental commitment and action. Nestle Vietnam has had to work very hard to inculcate the value of conducting business in an environmentally sound manner amongst its employees. Many of the non-management staff come from rustic backgrounds with no higher education. Hence, courses are organized regularly so that these staff members can be educated on how to conduct themselves in an environmentally friendly fashion. When any staff members deviate from the Nestle standards for hygiene and environmental protection, their lapse is pointed out to them. Newly joined staff members have to be told that trash should not be littered anywhere, but should be put into garbage bins. On one occasion, a newly joined member of the cleaning staff was asked to clean the warehouse adjacent to a Nestle factory. He was asked to do this on a Sunday when there were no senior managers at the factory site. While cleaning, he threw some discarded paints and oil into the drainage system. It was entirely a spontaneous act. Fortunately, a manager came to know about this occurrence the following day, and the drainage system was stopped before it discharged its contents into a river flowing nearby. If the paints and oil had found their way into the river, a major catastrophe would have resulted. After this incident, Nestle Vietnam provided even more stringent instructions about hygiene and environment protection to its entire staff. Another core value that had to be addressed explicitly by Nestle Vietnam was one termed Conflict of Interest in the Nestle Corporate Business Principles document. This core value stated that Nestle requires its management and employees to avoid personal activities and financial interests that could conflict, or appear to conflict, with their jobs. In Vietnam, it is customary for people to hold more than one job. They might work for half a day at a primary job, and then be employed elsewhere, in a job that is in some way competitive with the primary job. Nestle Vietnam has had to adopt a firm stance here. Thien and the other expatriate Nestle employees who set up Nestle Vietnam were succeeded by Vietnamese managers in early 2001. This has contributed to institutionalizing the Nestle core values at the branch. It also signifies that the branch has assimilated the Nestle core values. In fact, the job success of Thien and his expatriate colleagues is being evaluated in terms of the performance of their successors. Inferences Fostering of uniform core values in a global corporation is a key to successful intercultural management The challenge of intercultural management for organizations lies in the appropriate juxtaposition of corporate culture and ethnic cultures. This is the challenge that Nestle, with its many, many branches located all around the globe, had to grapple with constantly. Ultimately, however, corporate culture transcends ethnic culture. In other words, corporate culture, which is governed by the organizations core values, is superordinate to other cultures such as ethnic culture. This has been the mode of functioning of all the organizations profiled in this book: Nestle, Credit Suisse, BMW, International Committee of the Red Cross, IBM, ICAS and so on. These companies have not specifically articulated that this is their mode of functioning. It may not even be recognized as a conscious strategy by the top management echelons. Certainly, the key players in the individual companies are not aware that this is a mode of functioning shared by high-performance transnational organizations. Nonetheless, we record in this book that this is the case. The core values of an organization determine the nature of its corporate culture. The corporate culture can influence the mind-sets of its employees, which in turn will have been shaped by a wide variety of factors. For individual employees, one of these factors is definitely their ethnic culture. When an organization has branches in different locations and cultures, it is inevitable that those branches are affected by local cultures in more ways than one. In the first instance, the products and services offered by the organization must find a resonance in the local culture. Otherwise there would be no market for those products and services. Thus, Nestle offers many food products that are culture-specific in that they reflect the food preferences of the local consumers. One of Nestles food products is Maggi instant noodles. These noodles are available in a wide variety of cultures, and offer a feature that is appreciated in all these cultures they can be prepared in a matter of minutes. However, the noodles are concocted differently in different cultures. In Switzerland, for instance, the noodles are sold with a cheese garnish. In India, Maggi masala noodles are a runaway success. Maggi masala noodles have a pungent, spicy flavour, which might not find favour in Switzerland. Likewise, Maggi noodles as sold in Switzerland would be too bland for the average Indian. Local cultures can impact on organizations in more complex ways, however. They can influence (though not determine) corporate culture. This happens when a significant number of employees of an organization hail from a specific ethnic culture. The corporate culture of Nestle has a certain Swissness about it, as observed by Hans Johr, Assistant Vice-President at Nestle headquarters. This is to be expected, since Nestle originated in Switzerland, and is headquartered in that country. However, the fact that Vietnamese personnel staff Nestle Vietnam signifies that elements of Vietnamese culture that are venerable are incorporated into Nestle Vietnam. This enables the Vietnamese workforce to be productive and happy. For instance, the notion of projecting the CEO of Nestle Vietnam as a father figure, who can then engage in team building by encouraging employees to think of each other as siblings, was an approach that reflected Vietnamese culture. This is a case where the dialectic between corporate culture and ethnic culture has been managed successfully. This in fact is an objective of intercultural management: to harmonize the juxtaposition of corporate cultures and ethnic cultures. However, there may be individual employees whose cultural backgrounds give rise to values that conflict with the core values of an organization. The resulting dissonance can be resolved satisfactorily by the employees either leaving the organization, or modifying their values. In other words, the core values of an organization are superordinate. The International Committee of the Red Cross faces the dilemma of dealing continuously with conflicts between corporate culture and ethnic culture. For example, in Afghanistan they are determined not to uphold conventional local attitudes to the treatment of women. If this entails having to enact a more diminished role in Afghanistan, then so be it. The dialectic between corporate culture and ethnic culture has been described by Nestle as follows: The Companys business practices are designed to promote a sense of identification among all employees all over the world, and apply a number of common rules, while at the same time adapting the expression of these rules to local customs and traditions (Nestle Corporate Business Principles). This of course is easier said than done. However, it must be emphasized that high-performance companies have strong cultures with well-defined core values. These core values are capable of adaptation to local customs, traditions and cultures. They cannot be supplanted by the values of other cultures.

The Game of Love and Chance Assignment Example | Topics and Well Written Essays - 500 words

The Game of Love and Chance - Assignment Example The plot is appropriate in its context and makes sense. The plot has sense in it and very easy to follow. The plot also is very surprising and not that much predictable. â€Å"The Game of love and Chance† is charmingly written to show the inadequacies of the servant taking the masters’ role and the masters taking the servants’ role. The realism portrayed is how love can control someone once truly fallen in love by the other person. Silvia truly falls in love with Dorante not realizing that she has already fallen in love with the real suitor and the same is also true with Dorante; as Edwin Wilson puts it, â€Å"the manner in which a performance depicts the real world (Wilson, 46).† it is very hard for such a coincidence to take place in the real world; this is what contains the unrealistic portion of the same. The characters hoist their double standard in the entire play; in the first place, the mistress and maid conduct an expository dialog in a corridor to the accompaniment of much screaming and slamming. But while Trish as Silvia undergoes these motions with intelligence, a wit, and a command of changing tones that turn to be even keener as the day progresses; this is her excellent performance. Gemma as Lisette seems and sounds as if she was watching a carry on movie, all flutter and twitter and causal of innuendo. This seems to be a hit for equality; in most occasions, male comics have the monopoly on being crude and lewd. The costumes are ancient which suit the sexual and social context. The actors performed their roles appropriately which made the audience believe in the roles they were having. None of the actors seemed to miss the point while on stage; this was evident when the actors changed characters. The set drew the real world at the back of audiences’ mind which made t he performance be livelier (Marivaux, Pierre, and Neil 87). The play utilized enough space to host different scenes that made the play be interesting and made

DQ1 Essay Example | Topics and Well Written Essays - 500 words - 5

DQ1 - Essay Example The hierarchies are a universal arrangement within organizations. This is for the reason that they imitate a normal as well as common method for individuals to tackle with complication. Forming a chain of command is consequently an ordinary thing to do, up till now it is equally simple as well as intricate. During the past the organizational structures were simple, with one department handling marketing and sales, one department handling distribution and customer service, and the other department working on research and development. The employees were more or less settled in their routines. But, in the present scenario it is pretty unrealistic to have the organizational structure defined above. Each one of the departments has loads to cope up with everyday, larger targets to meet, deadlines to meet, a bigger array of customers to be satisfied. The materialization of fresh technology, goods as well as amplified international rivalry will only assist the alteration that will be required in order to contend. An individual cannot supervise the history however can in no doubt take arraign of the future. The most noteworthy event is the hastening rate of modification for the goods also the growing range of goods presented as a result in compound also varying requirements mutually for individuals as well as for structures. Additionally, the consumers, the suppliers, as well as the technical modernizations keep transforming at spectacular momentum furthermore they have need of nippy reactions in order to defend their associations or else the aggressive positions. The element of efficient partnership within job situations signifies a method of accomplishing aggressive benefit within the market. The concept of effectual association signifies a major aspect of organizing a corporation’s structure. The plans utilized for corporations during the past cannot be utilized specified the burden on todays, a great deal

Joint Venture Essay Example for Free

Joint Venture Essay Joint Venture is a basically a mutual agreement between two companies or more to work together towards achieving a common aim, which is usually economic progress. To attain this goal, the members of the joint venture invest expertise, capital, time and equity to form a separate entity. The terms and conditions of the joint venture are bound by an agreement. One of the reasons behind joint ventures is to spread and share risks as well as expenses. For example, when an organization in one country wants to expand its business in another country, it signs up a joint venture with a local company in that country to gain regional expertise and marketing trends. This would give a company a competitive edge in reaching the market quicker than its competitors. It would also lend strategic advantages like diversification of knowledge, manpower and technologies. For instance, companies in the oil and gas industry sector usually enter into such agreements in foreign countries to market, distribute and sell their product. A joint venture can be an ideal solution in cases when two companies need each other’s expertise. In some cases, a joint venture can help bring companies dealing with products and services that compliment each other. For, instance Hardware company and Software company can enter into a joint venture to innovate a new product. Sony Ericsson is a good example of this kind of a joint venture (â€Å"Joint Venture†, 2006). But, in recent times, limited liability company (LLC) is being preferred over joint venture as a business ownership model in America, mainly due to the lower tax deduction. Moreover, LLC s almost offer all the features offered by a Joint venture. Reference: Wikipedia. (2006, July). Joint Venture. Retrieved 2006, July 30, from http://en. wikipedia. org/wiki/Joint_Venture.

Management And The Body Shop Essay -- essays research papers fc

Management and The Body Shop In this paper I will be taking a look at basic management functions. The approaches, and the synthesis of two views of management. I will attempt to take an overview of culture and its effect on a company. In today's changing global environments many companies have joined the open trade policies, and existing foreign opportunities available to growing companies with positive views and socially responsible attitudes. It all sounds like a lot to cover in a short essay so I will introduce a company that has in its short, yet very successful existence transformed through all the levels and practices mentioned above. The company is called "The Body Shop", I hope you have heard of it for that would make our journey through it's development even more enjoyable. Management is described as the process of getting activities with and through other people. This philosophy has been so widely examined that there are literally millions of opinions and differing views on the subject. We will only be examining the functions of management where the basics of planning, organizing, leading, and controlling apply to The Body Shop. In 1976 an inexperienced Anita Roddick got tired of unsubstantiated Management and The Body Shop claims of the cosmetics industry that their products couldn't deliver. She decided to make a decision that would change her life forever. Anita became a manager of her own small business in Brighton England. Selling the natural secrets found throughout the world; learned from extensive travel while employed as a teacher with the U.N., she created a cottage industry of exotic personal body care products. Planning proved to be the first big obstacle to learn in the road to efficient management. Taking care of buying from around the world for her special products had plunged Anita into a frightening and difficult role that she needed help with. Anita organized her financial burdens by taking on an investor Ian McGlinn, in turn giving him a 50 percent stake in the business. Furthermore she sold the name The Body Shop to personal recruits, carefully lead and controlled by her own philosophies and ideals. Anita had become an ideal example of the classic top level manager taking on the responsibility of decision, communication, and information needed to project her company as a serious competitor, ready for today's gl... ...e locations for Canada - BC. If interested, the Body Shop Web Site can be located at: http://www.the-body-shop.com/contents.html In conclusion, The Body Shop has a very effective style of management with Anita Roddick still in control of the planning, leading, organizing, and making decisions for all the franchise stores. The general management views and culture are responsive to the needs of their employees and their customers. The Body Shop is a multinational company that is a pioneer in the foreign trade department. Bibliography Stephen P. Robbins and Robbin Stuart-Kotze Management Canadian Fourth Edition (Prentice - Hall INC., ONT., 1994) pg. 15-142 Keegan, Moriarty, Duncan, Paliwoda Marketing Candian Edition (Prentice - Hall INC., ONT., 1995) pg. 738-48 William G. Nickels, James M. McHugh, Susan M. McHugh, Paul D. Berman Understanding Canadian Business (Richard D. Irwin, INC., 1994) pg. 199- 411 Dr. Kent E. Curran [kecurran@unccvm.uncc.edu] MGMT 3140 - Management Concepts and Practices (http://unccvm.uncc.edu/~ ~kecurran/lect-02.htm; August 25, 1996.) Management And The Body Shop Essay -- essays research papers fc Management and The Body Shop In this paper I will be taking a look at basic management functions. The approaches, and the synthesis of two views of management. I will attempt to take an overview of culture and its effect on a company. In today's changing global environments many companies have joined the open trade policies, and existing foreign opportunities available to growing companies with positive views and socially responsible attitudes. It all sounds like a lot to cover in a short essay so I will introduce a company that has in its short, yet very successful existence transformed through all the levels and practices mentioned above. The company is called "The Body Shop", I hope you have heard of it for that would make our journey through it's development even more enjoyable. Management is described as the process of getting activities with and through other people. This philosophy has been so widely examined that there are literally millions of opinions and differing views on the subject. We will only be examining the functions of management where the basics of planning, organizing, leading, and controlling apply to The Body Shop. In 1976 an inexperienced Anita Roddick got tired of unsubstantiated Management and The Body Shop claims of the cosmetics industry that their products couldn't deliver. She decided to make a decision that would change her life forever. Anita became a manager of her own small business in Brighton England. Selling the natural secrets found throughout the world; learned from extensive travel while employed as a teacher with the U.N., she created a cottage industry of exotic personal body care products. Planning proved to be the first big obstacle to learn in the road to efficient management. Taking care of buying from around the world for her special products had plunged Anita into a frightening and difficult role that she needed help with. Anita organized her financial burdens by taking on an investor Ian McGlinn, in turn giving him a 50 percent stake in the business. Furthermore she sold the name The Body Shop to personal recruits, carefully lead and controlled by her own philosophies and ideals. Anita had become an ideal example of the classic top level manager taking on the responsibility of decision, communication, and information needed to project her company as a serious competitor, ready for today's gl... ...e locations for Canada - BC. If interested, the Body Shop Web Site can be located at: http://www.the-body-shop.com/contents.html In conclusion, The Body Shop has a very effective style of management with Anita Roddick still in control of the planning, leading, organizing, and making decisions for all the franchise stores. The general management views and culture are responsive to the needs of their employees and their customers. The Body Shop is a multinational company that is a pioneer in the foreign trade department. Bibliography Stephen P. Robbins and Robbin Stuart-Kotze Management Canadian Fourth Edition (Prentice - Hall INC., ONT., 1994) pg. 15-142 Keegan, Moriarty, Duncan, Paliwoda Marketing Candian Edition (Prentice - Hall INC., ONT., 1995) pg. 738-48 William G. Nickels, James M. McHugh, Susan M. McHugh, Paul D. Berman Understanding Canadian Business (Richard D. Irwin, INC., 1994) pg. 199- 411 Dr. Kent E. Curran [kecurran@unccvm.uncc.edu] MGMT 3140 - Management Concepts and Practices (http://unccvm.uncc.edu/~ ~kecurran/lect-02.htm; August 25, 1996.)

Design Experiment

Design Experiment: Enzyme Inhibitors. Research question: What is the effect of adding lead nitrate solution on the activity of amylase enzyme? Aim: To test the effect of adding nitrate solution on the activity of amylase. Background Information: Inhibitors are molecules which repress or prevent another molecule from engaging in a reaction. They are substances that attach themselves onto an enzyme and reduce or prevent the enzyme’s ability to catalyse reactions. Competitive Inhibitors are inhibitors that occupy the active site of an enzyme or the binding Site of a receptor and prevent the normal substrate or ligand from binding.An active site is a region on the surface of an enzyme to which substrates bind and which catalyzes a chemical reaction involving the substrates. Thus the inhibitors prevent the enzyme activity when the concentration of the substrates is very low. As the substrate concentration increases so does the enzyme activity. Non-competitive inhibition is an Enzym e inhibition in which the inhibiting compound does not compete with the natural substrate for the active site on the enzyme but inhibits reaction by combining with the enzyme-substrate complex after the complex is formed.An example of a non-competitive inhibitor is ATP. When ATP accumulates it binds to a site other than the active site on the enzyme phosphofructokinase. In doing so it changes the enzyme conformation and lowers the rate of reaction so that less ATP is produced. Hypothesis: There is an inverse relationship between the mass of lead nitrate and the ability of amylase to convert starch into maltose. Variables: Independent Variable: ?The mass of lead nitrate dissolved in each of the solutions. Dependent Variable: ?The change in the color intensity of the iodine. Controlled variable: Time: the reaction was allowed to proceed for twenty minutes. ?Temperature: the water bath was set at 40? C. This was to provide the optimum conditions for the enzyme activity. ?Volumes of the respective solutions: The volume of the starch solution (10 cm3), the volume of the amylase (10 cm3) and the volume of water (5 cm3). The exact volumes were measured out with the help of a syringe. Materials: 1. Syringe 2. 6 test tubes 3. Stop watch 4. Water bath 5. White spotted tile 6. 5% amylase solution 7. Iodine solution 8. Lead nitrate crystals. 9. 6 boiling tubes. 10. A pipette. Procedure: 1.The water bath was fixed at 40? C. 2. The six boiling tubes were labelled A-F and then each was filled 10cm3 of starch solution with the help of a syringe. 3. Different quantities of lead nitrate were then added to the 6 test tubes labelled 1-6. The quantities were: 0. 00gm; 0. 10gm; 0. 20gm; 0. 30gm; 0. 40gm and 0. 50gm. 4. In the test tube 10gms of 5% amylase was then added. 5. The contents of each test tube were then transferred to the boiling tubes i. e. the contents of test tube 1 were transferred to boiling tube A and so on. 6. The boiling tubes were then placed in a water bath wit h a fixed temperature at 40?C. 7. The reaction was allowed for 20 minutes. 8. A drop of iodine was added on to the spotting tile. 9. After 20 minutes the boiling tubes were removed from the water bath and using a pipette a drop was withdrawn from each test tube and placed on the white tile containing the iodine solution. 10. The effect of the drop of liquid on the iodine was then noted. Change of color of the solution on the iodine solution. Mass of lead nitrate ( ±0. 01 grams)Color of the solution 0. 00Light Green 0. 10Light Green 0. 20Light Green 0. 30Dark Green 0. 40Darker Green 0. 50Dark Blue 1 2 3 4 5 6Data processing: Iodine solution is used to test for starch. If starch is present in a substance then the iodine solution would turn blue black. If no starch is present then it remains as light brown. In the above experiment boiling tubes E and F contain starch. This was because they contained greater mass of lead nitrate and therefore has reduced the ability of the enzyme (amy lase) to hydrolyse starch into maltose. The blue-black color remained indicating that the solution contained greater amounts of starch. In the boiling tube A the color was the lightest because lead nitrate was not present.Thus the starch could bind to the active site of the amylase and could be broken down into maltose easily. Therefore in the test tube A starch was broken down in the solution and hence none was left. In boiling tubes B and C the solution was relatively darker because the mass of lead nitrate was greater but not great enough to stop the reaction completely. Therefore the greater the mass of lead nitrate, the darker the solution will form since a darker color indicated the presence of starch. The starch remained because of the effect of the inhibitor which reduced the capacity of the enzyme to break down starch into maltose.Data Presentation. Thus the graph shows that a darker color perseveres if a greater mass of lead nitrate is added. This is because the bigger out come of the inhibitor prevents the hydrolysis of the starch and so many molecules of starch still remain in the solution without being broken down by amylase. Therefore the color intensity of the solution and the mass of the lead nitrate share a direct relationship. Conclusion and Evaluation: Mass of lead nitrate added is directly proportional to the color intensity of the solution.This is because a greater mass of lead nitrate reduces the ability of the amylase to breakdown starch into maltose. Therefore lead nitrate acts as a non-competitive inhibitor reducing the enzyme’s ability to catalyse the reaction. Lead nitrate is non-competitive because it affects the enzyme’s activity even though it is present in small quantities. The hypothesis were proven since the lead nitrate changes the shape of the active site of the enzyme and prevents some starch molecules from binding to the active site for catalysts. According to the results obtained from the experiment, my hypoth esis is accepted and is correct.My hypothesis was, â€Å"There is an inverse relationship between the mass of lead nitrate and the ability of amylase to convert starch into maltose. † Despite the results obtained were correct and proved that the experiment was a success a few variables emerged during the performance of the experiment that if improved could result to a more accurate result. We didn’t have enough time to do this experiment over and over again so we didn’t have enough results to compare. Another important factor that may have influenced in our experiment was the quantity taken of the lead nitrate. We didn’t have any colorimeter so our result might not be accurate.