Essay on Supreme Court Case Sheppard V. Maxwell 1966

Supreme Court Case: Sheppard V. Maxwell 1966 Supreme Court Case Sheppard V. Maxwell is the first case in American history to question whether the American right to a fair trial should be interrupted by the American right to freely publish one’s thoughts and opinions. Sheppard’s conviction, brought on by the biased eye of the press, was exonerated. However, concluded from the lack of policy alterations post-trial, the Sheppard V. Maxwell case still informally decided media is no real threat in the court system. Some may say otherwise. Although media may not directly affect court rulings, the press can certainly affect the public’s opinion, which in turn can affect a court case. Sheppard V. Maxwell Revisited—Do the Traditional Rules Work†¦show more content†¦Ã¢â‚¬Å"Common people† means the jury can be made of people rich or poor, educated or ignorant, wise or not. Regardless of economical, religious, or social stature, people trust the news—But, should they? The jury may come to court with their vote already subconsciously, or not, instilled in their minds. Hengstler states that, as of now, â€Å"with respect to balancing First and Sixth Amendment rights and values under our system, the answer is not readily apparent.† He closes the article by presenting a challenge for others to find an answer that is suitable to conform to the new millennium’s ever growing technological advancements. Moving aside from the question of whether technology changes the view on ethics in journalism, it’s important to look on the opposite side of the spectrum—the court itself. Jonathan Entin does just that in his article Being the Government Means (Almost) Never Having to Say You’re Sorry. Entin puts a different (and slightly more unknown) perspective on how the law feels about the Sheppard V. Maxwell case by giving insight on the prosecutor’s point of view. Entin explains in detail, â€Å"The prosecutor’s theory of the case was straightforward: Sam Sheppard,†¦ whose wife was frustrated by his infidelity, argued with Marilyn in their bedroom, beat her to death†¦ and invented a tale of a bushy-haired intruder who slugged him unconscious†¦ After killing his wife, Sam called his brother Steve to help him fix upShow MoreRelated The Evolution of Electronic Court Coverage Essay3087 Words   |  13 PagesThe Evolution of Electronic Court Coverage A trial is a public event. What transpires in the court room is public property...There is no special perquisite of the judiciary which enables it, as distinguished from other institutions of democratic government, to suppress, edit, or censor events which transpire in proceedings before it.† Justice William O. Douglas,Read MoreThe Issue of Pretrial Publicity Essay1932 Words   |  8 Pagesthe trial. When a high profile case is brought to trial, many media outlets report not only on the details of the trial, but also details about the persons involved, in particular the defendant. Much of the information reported regarding the case is released before the trial starts. Furthermore, media outlets may not only report facts, but also present the information in a way that projects the culpability of the defendant. By allowing pretrial publicity of court cases, potential jurors are given informationRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesCommunication 335 Leadership 367 Power and Politics 411 Conflict and Negotiation 445 Foundations of Organizati on Structure 479 v vi BRIEF CONTENTS 4 The Organization System 16 Organizational Culture 511 17 Human Resource Policies and Practices 543 18 Organizational Change and Stress Management 577 Appendix A Research in Organizational Behavior Comprehensive Cases Indexes Glindex 637 663 616 623 Contents Preface xxii 1 1 Introduction What Is Organizational Behavior

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We have traversed a patched have dared. We are continuing on apathetically fewer have the courage to follow. Huntresses a path they’ve fewer can dreamt pursue-Yet hummus, because we holdouts the alms eyeteeth nation’s dairy farmers by our side we cannot fail! Let us therefore resolve that however fulfilling our first twenty five years have been, in the next twenty five years we will transform the lives of millions more, opening theme door to an India that’s the land four dreams. We will write a custom essay sample on Xyzw or any similar topic only for you Order Now DRP. Preshrinking Chairman,Guajarati-operative Maltreating Federation Across India,overrunning, millions wake up to the taste of Maul, the flagship brand name for a variety adulterously marketed bathe Gujarat Co-operative Maltreating Federation (GAMMA). One could start the daybed boiling (as Is the traditional Indian practice) one of the different varieties of liquid milk supplied In pouches and making one’s morning tea resource. If one preferred use creamer, one could reach for the Malay creamer the shelf. For the breakfast, butter the toasts with Maul regular butter or, if you are calorie conscious, with Maul Elite butter. Drink a cup of Maul chocolate milk. Make sandwiches with one of the different varieties of Maul chessman take them the office; add Maul ghee (clarified butter) to one’s dishes for lunch; cook your lunch with a currycombing Maul panderer cottage cheese and have a sweet dish made from Maul gulag jamming. If it is a hot day,have an Maul ice cream; and when you return home after the office; relax with tea or coffee, whitened with Malay creamer or Maul milk. If you are a pizza fan, bake a pizza and top it with Maul mozzarella cheese, and functionality for the Dewitt a glass of warm Maul milk. In India, Maul wasn’t merely of the most well known brands, headway of Coca Cola or Pepsi, and even ahead of age old brandish as Dale, Lifebuoy and Lug, but a life style range of products, consumed In commemorators by a large number of Indians of different incommoded social strata. GAMMA was the sole marketing agency the products produced bathe different milk cooperative member societies of the State of Gujarat (see Exhibit 1 for a brief note on Gujarat and Exhibits for a map of India congratulates) and for those of other States marketing’s products under the Maul brand name. There was no doubt that from the time of its inception in 1973, GAMMA was a great success story, as indeed was the co-operative movement in the milk sector initiated and carried to great heights by the â€Å"milkman of India†, DRP. Verges Current. But as on the year 2000, GAMMA was faced with a question of whether it should stick to Its core businesses dairy products, or diversify Into other products, In particular Into processed foods such as Jams, sauces and fruit Juices. Historical Background of GAMMA In the asses,in the district of Karri in the State figurate, India, a unique experiment hat time, In Proofreader. S. Incriminatory the purpose ofclassroomdiscussion. Copyrighted bathe author. Not be copied roused without authoritarianism’s. Not be used outside â€Å"MA. The author wishes outscores his gratitude to DRP. V. Current, Chairman, GAMMA, Mr.. B. M. Was, Managing Director, GAMMA and the other acquisitiveness’s for providing access and data needed perpetrate case. The author also wishes thank the Research and Publicationscommittee, â€Å"MA for providing support for heartrendingly version fifths case. Gujarat, milk was procured from farmers by private milk contractors and y a private company, Polygon’s Dairy in And, the headquarters of the district. The company had a virtual stranglehold on the farmers, deciding the prices both of the procured as well as the sold milk. Polygon’s Dairy chilled the milk and supplied it to the city of Bombay. It also extracted dairy products such as cheese and butter. In 1946, under inspiration from a leading freedom fighter, Mr.. Bilharzias Patella (who belonged to Gujarat and who later became the Home Minister of the Central Government), Mr.. Tribunals Patella, a local farmer, freedom fighter and social worker, organized the farmers into co-operatives. These co-operatives would procure milk from the farmers, process the milk and sell it in Gujarat and in Bombay. In 1949, purely by chance, a dairy engineer, named DRP. Verges Current, who had Just completed his studies in dairy engineering in the U. S. A. , came to India and was posted by the Government of India to a Job at the Dairy Research Institute at And. A chance meeting between DRP. Current and Mr.. Tribunals Patella changed DRP. Currents life and the course of Indian’s dairy industry. Though the purpose of this meeting was to simply to elicit some technical help from DRP. Current on commissioning some of the equipment Just purchased by his co-operative, especially the chilling and bespattering equipment, the two men instantly struck a rapport. After the commissioning problem was solved, DRP. Currents involvement with the Karri District Co-operative Milk Producers’ Union Limited (that was the name of the co- operative registered) grew proverbially and it soon extended to the larger sociological issues involved in organizing the farmers into co-operatives and running these cooperatives effectively. He observed the exploitation of farmers by the private milk annotators and Polygon’s Dairy and understood how co-operatives could transform the lives of the members. At first, the main activity was collection and processing of the milk brought everyday by the member farmers to the local office of the co- operative. It was soon realized that it was not enough to merely act as the collection and selling agents for the farmers. A variety of support services were required to enable the farmers to continue selling their milk of adequate quality and to avoid disasters such as death of their cattle (for a family owning Just one or two cattle and pending on its milk for their income, death of cattle could indeed be a disaster). The farmers were progressively given new services such as veterinary care for their cattle, supply of cattle feed of good quality, education on better feeding of cattle and facilities for artificial insemination of their cattle 2 . All these were strictly on payment basis: none of the services were free. This experiment of organizing farmers into co-operatives was one of the most successful experienced prosperity on a scale they could not have dreamt often years earlier, since with good prices paid for their milk, raising mulch cattle could becomes good planetary source of revenue to many households. The co-operatives were expanded to cover more and more areas of Gujarat and in each area, a network of local village level co-operatives and district level co-operatives were formed on a pattern similar to that at And (the so called And pattern). Karri District Cooperative Milk Producers’ Union became better known by the brand name of the products marketed by it (Maul) than by the name of the co-operative itself. Maul meant priceless in Sanskrit. It was also a word that was easy to pronounce, easy to remember and that carried a wholly positive connotation. This became the flagship brand for all the dairy products made by this Union. In 1954, Karri District Co-operative Milk Producers’ Union built a plant to convert surplus milk produced in the cold seasons into milk powder and butter 3 . In 1958, a plant to manufacture cheese and one to produce baby food were added. Subsequent years saw the addition of more plants to produce different products. In 1973, the milk societies/district level unions decided to set up a marketing agency to market their products. This agency was the GAMMA. It was registered as a co-operative society on 9 July 1973 4 It had, as its members (ordinary share holders), the district level milk unions. No individual could become a shareholder in GAMMA. Starting from a daily procurement of 250 liters per day in 1946, GAMMA had become a milk giant with the milk procurement at about 4 million liters per day by 1999 with 12 dairy plants all over the State of Gujarat. The Structure of the And Pattern The most important feature of the milk co-operative system of Gujarat that evolved was that they were run not by a separate bureaucracy with its own vested interests, but by the member-farmers themselves, with all the major decisions being taken by he latter alone. Any farmer could become a member by committing to supply a certain quantity of milk for a certain number of days in a year and would continue to be a member only if he kept up this commitment. Each day, the farmers (or, actually, in most cases, their wives and daughters) would bring their milk to the village collection centers where the milk would be checked for the quantity in full view of all, and the quality (the fat content) would be checked through a simple hydrometer, again in full view of all. The farmers would be paid in the evening for the milk applied by them in the morning, and in the morning for the evening milk. This presentiments in cash was a great attraction to the farmers who were usually cash starved. Thanks to the above mechanism, there were no disputes regarding quantity or quality of the milk supplied by each farmer. The co-operative system formed under the so-called And pattern had a three-tiered structure (Exhibit 3). At the base was the village level dairy co-operative society. This was composed of the milk producers, mostly residents of the same area, who had Joined the co-operative society. A typical membership figure would be about 200. A managing committee, of Chairperson. Care was taken to ensure that these meetings were held, and seen to be held, in an open and transparent manner. The next level was at the district, and this co-operative (called unions) had, as its members, the village dairy co-operative societies within the district, represented by the Chairpersons of the village level societies. For this co-operative, a Board footrests, consisting of 12 persons, was elected from among the members (I. E. , the Chairpersons of the village level co- operatives), with its own Chief Executive, called the Managing Director. The third bevel was at the State, where the cooperative (GAMMA in Gujarat) was formed with district level milk unions (and certain other milk unions from other states) as members. The State level organization was called the Federation. The Board of Directors of the Federation consisted of the Chairpersons of the district level cooperatives as the members, and in addition, the following ex officiousness: 1 . The Registrar of Co-operatives of the State concerned. 2. A representative from the National Dairy Development Board (ENDS), which was a body created by the Government of India to replicate the And pattern in the other States of India. 3. One nominated technical expert. 4. The Managing Director (CEO) of the State level federation. GAMMA was the State level federation for Gujarat. Broadly, the village level co-operatives did the procurement; the district level did the transportation and processing; and the Federation marketed the product. The Federation also handled strategic planning and investment. Each of the levels had a substantial amount of autonomy. For example, the village level societies decided entirely on their own, as to who should be admitted as a member, and what price the farmers should be paid for their milk. Thus the prices aid to farmers by different village societies in the State could be, and in fact were different. The district level unions purchased milk from the village level societies and decided what price tollhouse pay for the milk supplied by the village level societies. They, in turn, supplied milk to the State level Union, which decided what price it would pay the district unions. The price paid to all the district unions was the same. In this system, GAMMA planned what products it would sell and arrange to manufacture for each year and how much. Milk products were produced at different factories all over the State. These were owned by the district unions. There were, for example, six butter factories and seven milk powder factories in Gujarat. GAMMA did not heaviest own factories as such until recently, when it had set up a dairy at Changing near Mohammedan, the capital of Gujarat State. There was a committee, called the Programming Committee, which consisted of (I) Managing Director of GAMMA (it) Managing Directors of the Distinctions (iii) Their Head, Quality Control, GAMMA and (iv) Head, Finance, GAMMA. Discomfited finally decided the product mix for the coming year, based on the plans made by GAMMA, and translated the Lana into monthly allocations for each union for the milk to be supplied. As on April 2000, there were 10,800 village level co-operatives in Gujarat under the GAMMA umbrella with 2. 1 million milk producers. Out of districts in Gujarat, there were district level unions in 12 districts 5 A pattern similar to the And pattern had been built in other States in India also. This was done under a programmer launched by the Government offload, under the title â€Å"Operation Flood†. The operation was co-ordinate by National Dairy Development Board (ENDS), a body formed by the Government of India with this objective. DRP. Current was the Chairperson of the ENDS and the main moving force behind this programmer. As on April 2000, there were 22 State federations in India, with 170 district level unions, 72,774 village level societies and 9. 31 million milk producer members in the different States. Each of the State level federations marketed their own brands. Maul was the brand marketed by GAMMA. Vagina was the brand name marketed bathe federation in the State of Andorra Pradesh. Interestingly, the State level federations could market their own products under their own brands anywhere in India, thus competing against heir sister federations. Thus GAMMA could market its Maul brand butter in Andorra Pradesh competing with Vagina butter. It was believed by the officials of the National Dairy Development Board that such competition was healthy and would curb monopolistic tendencies. Objectives and Business Philosophy of GAMMA The main stakeholder of GAMMA was the farmer member for whose welfare, the GAMMA executives felt, it existed. Thus in an interesting reply, the Managing director of GAMMA, Mr.. B. M. Vass, told the case writer: Unlike other organizations, our objective is not maximize our profit. After all, the rammers themselves are the owners of the Federation. We are restricted, by our bye- laws, to giving a maximum of 12 percent on the peptidase capital as the dividend. So we are more interested in giving the best price for the farmers for their milk than in making a large profit. Thus we look at the price given to our suppliers as not a cost but as an objective. GAMMA had, as its main objective, â€Å"carrying out activities for the economic development of agriculturists by efficiently organizing marketing of milk and dairy produce, veterinary medicines, vaccines and other animal health products, agricultural produce in raw and/or processed form and other allied produce† 6 . This was to be done through: ; Common branding ; Centralized marketing ; Centralized quality control ; Centralized purchases and ; Pooling of milk efficiently. GAMMA had declared, as its business philosophy, the following 7 ; To serve the interests of milk producers ; To provide quality products that offer the best value to consumers for money spent. The biggest strength of GAMMA was the trust it had created in the minds of its consumers regarding the quality of its products. GAMMA, and its brand Maul, explained Mr.. Vass, stood for guaranteed purity of whatever products it had such trust was hardtop come by, this could provide a central anchor for Gammas future business plans, said Mr.. Was. Organization Structure of GAMMA (See Exhibit 4) GAMMA was a lean organization, which their executives believed led to a cost advantage. At its headquarters in the town of And, three General Managers and two assistant General Managers assisted the Managing Director (or the Chief Executive). The three General Managers looked after the functions of Marketing, Human Resource Development (HARD) and Quality Assurance. The General Manager (Marketing) was in charge of the whole marketing operation of the dairy products, liquid milk and ice cream. This General Manager was assisted by one Assistant General Manager (Marketing, Dairy Products) 8 and Managers (Commercial), (Exports) and (Liquid Milk). The General Manager (HARD) also looked after edible oils, administration, legal matters and new opportunities. The whole country was divided into five zones, each headed by a Zonal Manager responsible for the sales of all the products under his zone. They reported to the Chief Executive (Managing Director), but functionally each ported also to the various Assistant General Managers/General Managers at the headquarters. Ender the zonal managers were the branch managers. Generally there were three product managers in each branch reporting to the branch manger: one each for the edible oil, dairy products and ice cream. They were assisted by sales officers and field salesperson. There were 48 sales offices spread over the country (of which only two were in Gujarat). The entire country had been represented in this structure. GAMMA had one overseas office, at Dublin. GAMMA had links with the Institute of Rural Management, And (IRMA), a premier management institute set up to produce Mambas who would work in rural areas. GAMMA attracted a number of its managers from the IRMA graduates, as well as from other business schools in India, although not from its premier management schools. The salaries offered by GAMMA were decent, but nowhere near those offered bathe private sector, especially multi-national corporations. The gap between the salaries that could be offered by organizations such as GAMMA and the salaries expected by graduates from business schools was increasing in recent years. GAMMA executives, in interviews with the case writer, did not see this as a major robber. They stated that GAMMA in any case had never relied on talent from top business schools, since the graduated form these schools would not fit with the culture and value systems in the company. The Managing Director, Mr.. B. M. Vass was of the view that GAMMA offered excellent prospects for growth and Job satisfaction, and it would not find it difficult to attract suitable talent 9 GAMMA had an extensive sales and distribution system and a cold chain network starting from the milk producer and ending at the eventual consumer. It had a dealer network of 3600 dealers and 400,000 retailers, one of the largest such outworks in India. A cold chain had been established that linked all these dealers could ensure chilling of milk; ; Quick transportation to the district Union facilities where the milk could be further chilled and dispatched to the consumers or to the processing units for conversion into milk products; ; Chilled trucks which could transport the milk products such as butter and cheese in refrigerated condition from the factories; ; Local chilling of milk to ensure its quick distribution to the customers through a network of trucks in many cities so that most consumers could have their milk cachets by 6 A. M. F not earlier; ; Deep freezers and refrigeration equipment in the dealers’ premises to keep the products cold and prevent their deterioration; and ; Facilities in super markets and even larger retail stores to keep the products fresh. GAMMA had excellent relationships with what could be called super markets in India (actually these were Just large departmental stores) which stocked their prod ucts, especially cheese, butter, milk powder, sweets and, in some cases, milk. Diversification Moves by GAMMA Even at the time of its formation, GAMMA had three major products in its portfolio: quid milk, butter and milk powder. Gradually, many new products were added to its range, largely milk derivatives. In milk alone, it sold full cream milk, semi toned milk, and fully toned milk, all with different names and in readily identifiable pouches. By reducing the fat, it could not only sell separately fat derivatives such as cream and butter (which were also products that yielded a higher margin), but also make the resultant milk available at cheaper prices, so that poorer people also could consume milk. It had undertaken a unique experiment in the asses to supply milk to places as ar away as Delhi and Calcutta through insulated rail tankers, and this was so successful that it had continued since then. In the asses, GAMMA introduced its cheddar cheese and in 1983, a cheese spread. In the same year, it entered also the sweet market (milk based) through the introduction of Maul Shrinking, a sweetish sour item produced by milk and curd (a form of yogurt). Malay, a dairy whitener was introduced and was priced below the prevailing brands and soon became the market leader. In asses, GAMMA introduced a whole lot of new products: a condensed milk called Maul Imitate; Maul Elite, a low fat, low cholesterol spread utter, and Maul ice cream. After 1996, it went on to introduce a still greater variety of products: pizza (mozzarella) cheese, cheese slice, cheese powder, Mali pander(a form of cottage cheese), gulag Cajun(a sweet primer to be processed by deep frying to make a sweet called gulag Cajun), buttermilk, a chocolate based broadleaved Intramural and chocolates. In 1996, GAMMA launched its Maul brand ice cream. Naiad’s ice cream market was estimated to be around RSI. 8 billion in the year 2000. GAMMA launched its ice creams in fourteen flavors in the city of Iambi and the State of Gujarat. It was priced at about 30 percent less than the prevailing prices, and it also emphasized that it was fully vegetarian, I. E. , it did not contain any gelatin. This was an important attribute tomato consumers in Gujarat, which was a predominantly vegetarian st ate. In less than a year, Maul ice cream commanded a share of about 55 percent in Gujarat and 30 percent in Iambi 10 had reached 30 percent. In 1997, GAMMA also scored a major achievement when it managed to get some of the co-operatives in the other States of the country, trying to launch their own ice cream brands, to sell all their ice creams under the Maul brand name. This enabled Comfit leverage the capacity of more than 180 co-operatives in the country, with a milk procurement of more than 11 million liters per day, and located close to the markets 1 1 In addition, it also diversified into non-milk products. The most important of this diversification was into edible oils in 1988. At that time, the prices of edible oils were being manipulated by oil traders with the result that the prices were shooting up to unacceptable levels. Even though oil seed growers’ co-operatives existed, most of them were run badly and losing money. Edible oils have always been a very sensitive abject in India,leading to even fall of governments. Hence the government persuaded ENDS to arrange for procurement of clean, unadulterated groundnut oil and sell it through its own outlets. Thus it was essentially a market intervention operation. Besides, this provided ENDS to reorganize the groundnut farmers’ co- operatives as it had done with milk producing farmers four decades earlier. Gujarat was the right State for this experiment, since more than 60 percent of the country groundnut oil production was accounted for by Gujarat. GAMMA marketed this oil on behalf ENDS. GAMMA launched a new brand, named Dharma (literally meaning low), not wanting to carry over the Maul brand name which was deeply associated in the public mind with milk derivatives. Outsold its oil on a platform of absolute purity, a claim it could Justifiably make. Since much of the edible oil in India was (and continues to be) adulterated, purity could be a differentiating factor. It also coined a slogan, Dharma, Shut Dharma, meaning, literally, flow, pure flow. The launch was also supported by an advertising campaign with a catchy Jingle. Later, mustard and certain other oils were also marketed under the Dharma brand name. Even though the IL traders fought backbiter and often violently, and used their political connections to the full, Dharma was able toehold its own and became the leading brand of packaged edible oils. However, it must be said datelining in edible oils was found to be a far more difficult task as compared to dealing in milk, and the success achieved in organizing groundnut farmers into co-operatives was limited. In the late asses, GAMMA undertook distribution of fruit based products on behalf of ENDS. This was done under yet another brand name introduced by GAMMA: Sofas (literally meaning fruitful, having achieved). Under this name hereunder a mango rink sold under attracted (also in small mall. Sizes to be served in aircraft), tomato ketchup, and a mixed fruit Jam. In fact, the launches of all these products were completed during a single year, 1998-99. The success of these products was very limited as on the year 2000. By the year 2000, the range of products marketed GAMMA was truly wide: three varieties of milk, flavored milk, buttermilk, four varieties family powder, two varieties of butter, five varieties of cheese, two varieties of ghee clarified butter), chocolates, chocolate drink, sweets, ice cream, edible oils and fruit and vegetable based rodents. Exhibit 5 gives the product portfolio of GAMMA as on the year 2000. At the Iambi. Except in ice creams, chocolate and chocolate-based beverages, Maul brand was the market leader in each and every one of its products. Exhibit 5 also shows the market shares of the various products of GAMMA. Its main sources of competitive advantage were seen its executives as: (I) low costs due to the elimination of middle men, a lean organization and relatively lower pay scales as compared to Macs (it) its scale and scope of operations and (iii)its strong brand name which stood for purity and laity. Out of the total procurement of 4. 6 million liters of milk per day by GAMMA, about 2. Million liters were sold as liquid milk and the rest as milk products. The milk consumption in India in 1999 at about 225 grams per day was still way below that in developed countries, and even less than in many developing countries. The variation in availability between rural and urban areas was strikingly high: 121 grams vs.. 400 grams per day. Thus there was a need and scope for increasing the cons umption of milk in its liquid form, especially in rural areas, although for every rupee spent, the attrition value of milk was way below other high protein and fat items, both vegetarian and non-vegetarian. It was expected that by the year 2011-12, the milk production in India would reach 180. 76 million tons, and the per capita consumption would be about 547 grams 12 . Exports were negligible: about RSI. 271 million in 1999-2000 13 Out of Gammas total income of RSI. 18 billion, approximately RSI. 2. 75 billion was accounted for by sale of liquid milk; about RSI. 3 billion by the sale of edible oils; RSI. 4 billion by butter; about RSI. 2. 4 billion by ice creams; and the rest by the other products. The exact breakup of these products was not available. The share of processed fruits and vegetable items was still quite small. The growth rates of Gammas sales in differentiates were quite different. The following table gives the approximate growth rates in these segments: Table 1 Growth rates in Gamma’s Businesses (Percent) 1996-97 1997-98 1998-99 Liquid milk procurement 24. 6 3. 8 3. 6 Liquid milk N. A. 14 10 Butter 27 8 13 Cheese N. A. 37 39 Ghee 41 31 N. A. Milk powder 0 0 18 Ice cream N. A. 100 100 Edible oils 13 20 18 (N. A. Stands for â€Å"not applicable†). Source: GAMMA Annual reports. The profit margin in milk was generally low, due to the need to keep down the price of this essential commodity, which was also consumed by the poor and the lower of milk consumption, especially by the poorer people, and hence to achieve its objective, GAMMA endeavored to keep the price of liquid milk as low as it could. Edibles were also low margin items, their sales prices being controlled rigidly by the government and input prices being essentially set by the oil traders. In the words of Mr.. Current, they were in this business due to larger societal considerations than for the sake of profits. Competition in Different Products The nature of competition varied among the different products. In the case of liquid milk, competition was from private dairies and contractors. There was also competition from newly emerging private dairies that had started supplying milk to the consumers as well as sweet makers. There was intense competition for the supply of milk, which was sought after, especially in the festival seasons, by the sweet makers who derived large profits from the sale of their sweets. Consumers were generally not very particular about the brand of liquid milk, so that the sales pended to a large extent on dealer push. However, there was scope to establish differentiation through appraising the customers of the quality not only of the initial milk itself, but also the quality of the supply chain, which ensured the stability of milk. For butter and cheese, new entrants were making their mark. Britannic, a firm engaged in manufacture and sale of biscuits, had entered into foods business, and more particularly in milk and milk related products such as butter. Britannic had introduced new forms of cheese such as cheddar cheese slices, and supported its rodents with extensive advertising campaigns. It was believed that advertisements played a powerful roller the demand for particular brands of butter and cheese. The sweet market was highly fragmented, heterogeneous small time local operators producing their own brands and unbranded forms of sweets. The sales of sweets soared in the festival seasons, drawing milk supply by offering higher prices. Other food companies such as Hindustan Lever Ltd. (HALL), a subsidiary of Milliners, and Nestle had also entered into the business of ready made or near ready sweets (such s gulag Cajun, which Just needed tube deep fried to get it ready). Branded ready or near ready sweets were advertised and heavily promoted through campaigns such as through mail orders to housewives. The ice creams market was an emerging marketing India, witnessing the entry of numerous players. The national scene was dominated bandstand Lever with its Quality and Walls brands, accounting for about 45 percent of the market. GAMMA was the other national player, with about 30 percent of the market. There were, in addition, very powerful regional players such as Vidalia Ice Creams in the Western India who commanded substantial (in excess of 30 percent) of the regional market shares. Ice creams were largely promoted through local promotions, hoardings (billboards) and advertisements. About ice creams, Mr.. Vass said in an interview with the case writer: In ice creams, positioning and promotions are not the only things. Indian ice cream market is likely to expand very rapidly. The Indian consumerism changing. They will not Just stick to milk. Ice creams will no longer be made at home. A large number of consumers with disposable incomes will seek value added products, including ice How to cite Xyzw, Papers

Classification Essay Research Paper Mary MeekerE 101 free essay sample

Classification Essay, Research Paper Mary Meeker Tocopherol 101 9:00am Categorization Children? s Literature Children? s Literature is classified in two major categtories, realistic and fantasy. Realistic focal points on the country of human activities and historical events, while phantasy has many more subcategories like bizarre and captivation. Some educational establishments steadfastly believe in learning with merely realistic narratives. They feel that a immature head under the age of five will non be able to decode the difference between realitity and phantasy. The school worries the kid will hold a sense of being unbeatable when reading supernatural narratives. For illustration, Wylie Coyote ever jumps right back after falling off a drop or being squashed by an anvil. Violence and disrepect are other countries that concern pedagogues when covering with phantasy. Realistic childhood literature can be a utile tool. It can easliy learn a kid a narrative of times gone by. Consider, Little House on the Prairie, it is a narrative a immature miss can associate to and tie in with. We will write a custom essay sample on Classification Essay Research Paper Mary MeekerE 101 or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Laura Ingalls and the other characters teach us to appreciate the life style in which we live now and give us a history lesson of the yesteryear. Realistic narratives w ailment ever use human characters as the communication figure in the narrative. Fantasy is the chief type of kids? s literature today. Theodore Seuss Geisel, besides known as Dr. Seuss, began composing his most popular book after an article in Life magazine in May 1954. The article stated most American first graders were holding problem reading. The kids were quoted as stating that books were tiring. Mr. Geisel? s publishing house sent him a missive inquiring him to utilize a list of 400 words, which most first graders should cognize. Dr. Seuss was able to utilize 220 of those words in his best selling book, ? Cat in the Hat. ? His narratives are wildly imaginitive creative activities, and he used words that are amusing and capricious. His unreal universes include a moral and societal narrative that unfolds with easiness at the exhilaration of the reading kid. Fantasy in literature offers new and stimualting ocular escapades. Like Seuss, many writers entreaty to the openness of vernal artistic look. These types of narratives spark our imaginativeness and dispute our ain perceptual experiences. Reading a kid? s fantasy book is a great oppurtunty for an grownup to rekindle the spirit and dreams of young person. Give your head a opportunity to dream of an bizarre animal and who knows what else is possible.

Knowledge Strategy Report from the Ting Shao Kuang Art Gallery In Search for a Proper Management Strategy

Defining the right knowledge management is never easy, for the search of the perfect means of distributing information, which, one must admit, is quite unrealistic even once the most recent technological advances are deployed to analyze both the inside and outside factors.Advertising We will write a custom essay sample on Knowledge Strategy Report from the Ting Shao Kuang Art Gallery: In Search for a Proper Management Strategy specifically for you for only $16.05 $11/page Learn More Developing the right approach towards the knowledge creation, acquisition, distribution and processing, however, is still vital for an organization’s proper functioning, which the example of the Ting Shao Kuang Art Gallery shows graphically. According to the recent research, in the light of the on-coming knowledge audit, the gallery faces a threat of failing at providing the proper facts related to the cultural and industrial aspects of the organization’s life. However, with the proper evaluation of the Ting Shao Kuang Art Gallery’s assets, one can possibly define the optimum knowledge management strategy for the gallery to follow. The desired outcomes of the specified strategy presuppose the improvement of the relationships within the organization in the first place. According to what the research says, the employees prefer treating each other with suspicion and, therefore, do not trust their colleagues with the specifics of their pieces of work, as well as the individual tacit and explicit knowledge, which they acquire in the process of handling their own tasks. As a result, there is a considerable lack of cohesion between the actions of the employees, which is triggered by the lack of essential information concerning a certain aspect of the work. Hence, it seems that the most desirable outcome of the knowledge management strategy, which is going to be implemented, is an increased transparency of the organizational information and , consequently, the overall informational transparency within the Ting Shao Kuang Art Gallery as the guiding principle of the organizational culture. In addition, it is anticipated that, after a series of changes within the organizational environment in Ting Shao Kuang Art Gallery, the production processes are going to be improved a notch, which will, in turn, lead to greater incomes and better productivity.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More When thinking of the proper knowledge strategy that can possibly be recommended in the given case, one must keep in mind that not only external, but also internal factors are to be taken into consideration, since the lack of efficacy in sharing knowledge obviously stems not from the intrigues of the rival companies, but from the tension within the Ting Shao Kuang Art Gallery. Therefore, it will be required to incorporate the strategy that can help bring the company together, re-establishing corporate values, reorganizing the principles of knowledge management process and, thus, reinventing the frame of mind of Ting Shao Kuang Art Gallery employees. With that in mind, it would be a good idea to consider the knowledge management strategies that aim at bringing the mini-society of employees together. For the given purpose, such strategy as KM Road Map may be considered. There is no secret that all existing knowledge management strategies that have been created by now include four major stages, i.e., knowledge acquisition, capture and/or creation, and sharing (Dalkir). Nevertheless, KM strategies differ according to their focus. According to the existing nomenclature, knowledge audit that has already been conducted can be considered only the basic check for the inconsistencies within the organization, while the KM strategies with the focus on the organizational behavior and corporate culture will be required further on. At present, it seems that the KM Road Map will be the optimum solution for the Ting Shao Kuang Art Gallery at present. According to the existing descriptions, the given strategy is known as the tool that helps â€Å"cover a three- to five-year period, outlining the key priorities for each year† (Dalkir 257). Therefore, the given KM strategy will allow for a better understanding of the organization’s priorities, thus, making it clear where the Ting Shao Kuang Art Gallery went wrong with its actions towards shaping the organizational management. While the chosen knowledge management strategy will help with the issues within the Ting Shao Kuang Art Gallery, it will also solve the current business problems, since, according to experts, it answers such question as â€Å"How will the organization manage its knowledge better for the benefit of the business?† (Dalkir 257).Advertising We will write a custom essay sample on Knowledge Strategy Report from the Ting Sha o Kuang Art Gallery: In Search for a Proper Management Strategy specifically for you for only $16.05 $11/page Learn More That being said, one must admit that the choice of the knowledge management strategy for the Ting Shao Kuang Art Gallery depends on a variety of factors, starting with the specifics of the corporate culture, which needs proper definition at present, up to the specifics of its body, i.e., the mechanics of the processes within the gallery, which take place on the organizational level. In the light of the current organizational strategy, however, a more transparent strategy of knowledge management can be advised. Once every single bit of information will be accessible to every single employee in the gallery, it can be expected that the knowledge distribution will be more efficient and, therefore, the production processes within the gallery will be improved. Based on the outcomes of the recently completed knowledge audit, the given strategy is bound to fix the issues concerning the knowledge sharing process within the Ting Shao Kuang Art Gallery. It is important that, according to the results of the knowledge management audit, the Ting Shao Kuang Art Gallery needs create a database for storing the information concerning the exhibits, as well as the rest of the data concerning the organization. It is important to keep in mind, however, that the creation of a database alone will not solve the problem; without the introduction of a specific system of knowledge sharing, the given proves will never be conducted properly and, therefore, the current knowledge management system will fail once again. The creation of database and, therefore, the implementation of the KM Road Map strategy is bound to fix the issue concerning the knowledge sharing problem by making the processes within the Ting Shao Kuang Art Gallery more transparent and, hence, providing better knowledge sharing opportunities. Once the database where the Ting Shao Kuang Art Gallery information is going to be stored has been created, it will be required to provide free and easy access to the database for every single employee. By making such changes, the Ting Shao Kuang Art Gallery will be able to obtain the necessary information without the need to consult any other sources.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The benefits of the KM Road Map strategy also concern the sphere of interpersonal relationships within an organization, which is especially important for the Ting Shao Kuang Art Gallery in the light of the recent audit results, which have shown that the organization lacks cohesion between the work of its departments and trust between its employees. While the creation of databases will provide a temporary solution by offering the employees a way to acquire information directly from its source, the introduction of a completely new idea of knowledge sharing that will be based on mutual trust, as well as the creation of new corporate values and company culture, will shape the organizational behavior of the employees, thus, making the atmosphere in the workplace less tense. With the help of the KM Road Map, one will be able to develop the management plan that will last for at least a year, which is especially important for the Ting Shao Kuang Art Gallery, since the latter has been showin g the signs of instability since recently, according of the report. Judging by the aforementioned, the objectives of the chosen KM strategy can be split into two major categories, i.e., the change of the corporate climate and the improvement of knowledge acquisition, processing and application scheme. Taking a closer look at the specifics of the Ting Shao Kuang Art Gallery and the way in which its elements interact, one can come to the conclusion that the following objectives must be achieved for the key strategy implementation: Improving the corporate climate: Informing the employees on the upcoming changes in the company’s policy on information and knowledge management process; Providing the necessary training for the employees to be able to handle the new databases and operate within the new knowledge management system successfully; Defining the roles that each member of the company is going to play in the new knowledge management process; Stressing the significance of th e community priorities by transforming the individual tacit knowledge into community explicit knowledge; Introducing new corporate culture standards and a new model of organizational behavior based on transparency and mutual trust. Enhancing efficient knowledge distribution and sharing: Creating a database where the key information is going to be stored; Allowing the access to the database only to the trusted members of the company; Changing the assigned supervisors of the database information in a specified period (e.g., every two months); Updating the information regularly so that the data concerning the most recent paintings should be available; Including the resources for sales representatives into the database; Splitting the information in the database according to the styles of the artworks, the authors of the paintings, the time slot on which the artwork was created, etc. for better information management; Specifying the categories of styles, including the postwar art, mode rnist art, contemporary art, etc. It can be concluded that the chosen KM Road Map strategy will prove efficient after several months of its application. The choice of the period is predetermined by the scale of the changes that need to be made for the strategy to be applied. It is necessary to keep in mind that the introduction of new knowledge management strategy and the creation of a database will require specific software, reorganization of the existing information, its classification and conversion into digital data, etc. However, once the strategy starts working, the attitude of the employees is bound to change, which, in its turn, will result in a massive surge of performance efficiency. Works Cited Dalkir, Kimiz. Knowledge Management in Theory and Practice. New York, NY: Elsevier Butterworth–Heinemann, 2005. Print. This essay on Knowledge Strategy Report from the Ting Shao Kuang Art Gallery: In Search for a Proper Management Strategy was written and submitted by user Zeke Beasley to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Jamaican Music Roots

Jamaica According to the history of Jamaica, the slaves from Africa brought over drums called â€Å"BURRU† which were used in an arrangement called talking drums. These were used during Jonkanoo celebrations, which were a Christmas time activity; the planters encouraged these until they found out that the slaves were using their drums and conch shells to communicate with each other. By the turn of the century, Calypso from Trinidad and Tobago and Samba from Central America were introduced to the Jamaicans to form a new mix of music called Mento. MENTO Mento was the popular music in Jamaica before ska, rocksteady and reggae. It was an established style in both rural and urban areas as early as the turn of the 20th century. Mento bands usually include one or more of the following: banjo, guitar, a bass lamellophone called a rumba box, and maracas. They sometimes include the fife, clarinet, violin or saxophone. The songs played were usually work songs with humorous lyrics passed down through generations. SKA and ROCK STEADY In the mid 1950’s the youth of Jamaica were more interested in listening to American music than anything from Jamaica, so musicians were called on to emulate the sound of imported American music, within a few years this music turned into Ska. Ska was a big band type of sound with horn arraignments, piano and a quick beat. Ska was easy to move to and created a form of dance called skanking. The beat of Ska slowed down a bit in the early 60’s and Rock Steady emerged. With Rock steady the drums became less prominent and there was a heavier bass tune, and the music was a bit slower and more laid back. REGGAE By 1969 the new, enduring sound of reggae had established itself. Reggae is a combination of traditional African Rhythm and blues and indigenous Jamaican folk. The synthetic style is strictly Jamaican and includes off beat syncopations, up stroke guitar strums, chanted vocal patterns and the lyrics... Free Essays on Jamaican Music Roots Free Essays on Jamaican Music Roots Jamaica According to the history of Jamaica, the slaves from Africa brought over drums called â€Å"BURRU† which were used in an arrangement called talking drums. These were used during Jonkanoo celebrations, which were a Christmas time activity; the planters encouraged these until they found out that the slaves were using their drums and conch shells to communicate with each other. By the turn of the century, Calypso from Trinidad and Tobago and Samba from Central America were introduced to the Jamaicans to form a new mix of music called Mento. MENTO Mento was the popular music in Jamaica before ska, rocksteady and reggae. It was an established style in both rural and urban areas as early as the turn of the 20th century. Mento bands usually include one or more of the following: banjo, guitar, a bass lamellophone called a rumba box, and maracas. They sometimes include the fife, clarinet, violin or saxophone. The songs played were usually work songs with humorous lyrics passed down through generations. SKA and ROCK STEADY In the mid 1950’s the youth of Jamaica were more interested in listening to American music than anything from Jamaica, so musicians were called on to emulate the sound of imported American music, within a few years this music turned into Ska. Ska was a big band type of sound with horn arraignments, piano and a quick beat. Ska was easy to move to and created a form of dance called skanking. The beat of Ska slowed down a bit in the early 60’s and Rock Steady emerged. With Rock steady the drums became less prominent and there was a heavier bass tune, and the music was a bit slower and more laid back. REGGAE By 1969 the new, enduring sound of reggae had established itself. Reggae is a combination of traditional African Rhythm and blues and indigenous Jamaican folk. The synthetic style is strictly Jamaican and includes off beat syncopations, up stroke guitar strums, chanted vocal patterns and the lyrics...

Billie Holiday Biography

African American jazz singer and songwriter. Her singing style, strongly inspired by Jazz musicians, lead too new way of using word choice and rhythm. A critic named John Bush once wrote that Holiday changed the art of American pop vocals forever. She only co-wrote a few songs, but a number of them have become Jazz standards that many musicians strive to live up to. Some of these standards were set by songs of hers such as God Bless he Child, Dont Explain, Fine and Mellow, and Lady Sings the Blues.She also became famous for singing Easy Living, Good Morning Heartache, and Strange Fruit, a protest song which became one of her standards and was made famous with her 1 939 recording. In Harlem she started slang In various night clubs. Holiday Hammond arranged for Holiday to make her recording debut, at age 18, In November 1933 with Benny Goodman, singing two songs: Your Mothers Son-Len-Law and Riffing; the Scotch. The latter being her first big hit.Son-in-Lawn sold 300 records, but Riffle the Scotch, sold 5,000 records. Hammond was very impressed by Holidays visualization style. He said of Holiday that, Her singing almost changed my music tastes and my musical life; because she was the first girl singer Id come across who actually sang like an improvising Jazz genius. Hammond compared Holiday positively to Armstrong and said she had a good sense of lyrics at her young age. In early 1 959 Holiday found out that she had cirrhosis of the liver.The doctor told her to stop drinking, which she did for a short time, but soon returned to heavy drinking. Some of her friends tried to get her to check into a hospital, but she did not go. On May 31, 1959, Holiday was forcibly taken to Metropolitan Hospital in New York suffering from liver and heart disease. She was arrested for having drugs with her as she lay dying, and her hospital room was invaded by the police. Police officers were stationed at the door to her room because of her drugs.Holiday remained under Alice guard at the hospital until she died from pulmonary edema and heart failure caused by cirrhosis of the liver on July 17, 1959. In the final years of her life, she had been gradually tricked out of her earnings because of her drug and alcohol addictions. She died with seventy cents in the bank and seven-hundred fifty dollar tabloid fee. Billie Holiday Biography By Congregant 1 Billie Holiday (born Eleanor Harris (1915-1959) was an African American Jazz singer her 1939 recording.In Harlem she started singing in various night clubs. Holiday took her professional pen name from Billie Dove, an actress she admired, and the musician Clarence Holiday, thus was born Billie Holiday. The producer John Hammond arranged for Holiday to make her recording debut, at age 18, in November Riffing the Scotch. The latter being her first big hit. Son-in-Law sold 300 records, but Riffing the Scotch, sold 5,000 records. Hammond was very impressed by early 1959 Holiday found out that she had cirrhosis of the liver.

Hauffman Trucking Company Essay Example | Topics and Well Written Essays - 250 words

Hauffman Trucking Company - Essay Example he choice of the location is important since, a prime location enables the company reap benefits that would have essentially cost the company lots of money to acquire. For example, access to new and efficient technological innovations (Caprio, 2013). Globalization encourages mergers between organizations thus creating bigger companies. This increases the revenue and the value of the organization. The organization gains a larger market share, a decrease in expenses and experiences a decrease in expenses. The prime negative effect of globalization is outsourcing. This is the hiring of new staff from outside the organization to the subsidiary companies set up in different countries. This increases the organization`s expenditure in catering for the increased number of employees. There are five main factors contributing to exchange rate risks. They include the expectations of the economic growth. An economy responds to a growing population in different ways. If the growth occurs too rapidly, the cost of living will increase due to the unnecessary wages paid. With higher growth comes higher inflation and this increases the exchange rates. On the other hand, deflation, which normally occurs during recession, is a sign of economic stagnation. This lowers the exchange rates. Other factors include, trade balance, central bank actions, employment outlooks and interest rates (Wagner,