Humanities and Postmodernism Essay Example for Free

Humanities and Postmodernism Essay In discerning a relationship between the Postmodern Portal and the Green Man, one finds a bridge that connects the past, present, and future. The lackluster color and repetitive patterns of the Green Man symbolizes antiquity or the times of yore. On the other hand, the vibrant and compound nature of the Postmodern Portal symbolizes how one, at present time, looks at the possibilities inherent in the future and prepares to face the challenges brought about by changes and transformations signaled by the shifting of time from present time to the future. The spotlight directed to the man in the Postmodern Portal seems to place the viewer within the context of the present. The walls and the arch symbolizes man’s entry to the future, while the archaic designs on the walls and the scattered stones on the ground represents how the present will soon be a past as man moves on to the future. The gesture of the man, holding a sword courageously illustrates how people in this generation are prepared to face the challenges and difficulties that come with change through the passage of time and the coming of the future. Moreover, this particular gesture seems to express how man has continually been able to conquer the present, which is significant in allowing him to face the future. Framing the relationship between the Postmodern Portal and the Green Man and developing a perceptive interpretation on the inherent symbols and illustrations embedded within these pieces of art are highly significant in understanding postmodernism, particularly reconstructive postmodernism. Reconstructive postmodernism has been described in the lecture as something that is fundamental to achieving a higher humanity. This is because this particular concept perceives that understanding human conditions, through significant interpretation of the past and the present, are highly significant in determining how the future would be like for man. Moreover, in knowing these things, man will be able to understand himself because of his knowledge of where he came from, where he is at present time, and where he is heading, leading him to achieve a sense of self that allows him to conquer the course of life and the past, present, and future of the human race. Indeed, achieving higher humanity does adhere to the principle upheld by the Northern Arizona University, that â€Å"to be educated is to become more human. † The plot perceived within the links connecting the Postmodern Portal and the Green Man places the past, the present, and the future side by side. This particular concept is inherent in the works of Robinson Jeffers. In one of Jeffers’ poem, â€Å"To the Stone-Cutters,† he sought to concede to the inescapable passage of time which would inevitably fragment the life of man into the past, the present, and the future. Moreover, in â€Å"Continent’s End,† Jeffers was able to convey the importance of remembering the past, especially how man came to be in this planet, in order for us to re-evaluate how we changed and are changing in order for us to reconstruct a much better future that is free from pride that abounds from self-righteousness and bitterness. The symbolisms of humanity in Remedios Varo’s works are more explicit, owing to how she was able to capture significant and discernible meanings through her artistry. Varo’s paintings, particularly in the â€Å"Discovery of a Mutant Geologist† and the â€Å"Creation of Birds† illustrate a fusion of the past, the present and the future. The pictorial landscape signifies the unpretentious nature of the past, the involved disposition of the present, and the avant-garde quality of the future. It may be observed how the setting chosen by Varo in the â€Å"Discovery of a Mutant Geologist† was a testing site for nuclear weapons before. The painting shows how the site looked like in the past but how we differently view at present time due to man’s perceptions of war, and how continuing human activities that are labeled as destructive reaching the level of how war is unconstructive will affect how man will change or metamorphose in the future. Varo’s paintings also link how the past, the present, and the future are interrelated, and that in seeking to understand these links or relationships, man will be able to view how he has acted to shape the course of events leading to the present and determine how he will be able to act with purpose and significance to lead a better future for the human race.

The Strategic Finance Of Nestle Management Essay

The Strategic Finance Of Nestle Management Essay Nestlà ©s case study provides various examples which demonstrate a link between concepts drawn from pre-requisite modules. In my opinion, the link between First Mover Advantage model clarified in Strategic Management and the concept of Merger Acquisition covered in Strategic Finance are the most interesting. Figure 1.1 provides evidence found through the combination of these two concepts. Figure 1.1: Link between FMA and MA Evidences In the 20th Century, Nestle expanded through a series of acquisitions Nestle enters markets early-before competitors Acquires local firms when good opportunities arise Local brand for local market (Customization) 2/3 of Nestlà ©s growth generated from acquisitions FMA to Polish market Nestlà ©s Acquisition of Goplana Strategic Finance (NarayananNanda, 2004) First Mover Advantage Strategic Management (Johnson et.al, 2008) Merger Acquisition First Mover advantage is defined as the benefits generated for a firm that breaks in new markets first (Johnson et.al, 2008). The aim is to build a strong and sustainable position within the market as a way to defend potential competitive newcomers. Regarding Nestlà ©, the company enters emerging markets early before prospective competitors in order to build a significant position within them (Case Study, 2011). Thus the company is able to respond to any potential economic and population growth within emerging markets as well as to any possible upcoming competition. Mergers Acquisitions are strategic components dealing with buying or combining different companies that can assist the company to a speedy growth and improve its financial performance especially in the long term (NarayananNanda, 2004). During the 20th century, Nestlà © has undertaken a number of mergers and acquisitions, most notably the acquisition of Maggi in 1947, and thus has achieved to extend its geographic presence and product line (Case Study, 2011). Nestlà ©s acquisition of Goplana, is an interesting example of how its activities link with the companys long-term strategy of achieving first mover advantage within the Polish market (Case Study, 2011). The company was aiming to rush its development inside the market and maintain its authority. As such, Nestlà © retained the local staff and management of the acquired company and carefully adjusted the Goplana product line to better fit local opportunities (Case Study, 2011). Overall, acquisitions have been an important function for Nestlà ©s growth (Cook et.al, 2003). Alongside the MA group, the firm uses people from the finance sector as to assist the financial analysis of MA process (Cullinan et.al, 2003). This shows a clear link between Nestlà ©s FMA strategy and its MA activities. The firm maintains local companies with regional staff in local markets as to better customize its performance by creating share value and local expertise. Significantly, the success of Nestlà © in growing local companies also depends on the management development programmes that Nestlà © uses in order to come closer and train its local managers (Case Study, 2011). The process of entry for a company influences its ability to create value. According to Rahman Bhattacharyya (2003), Nestlà © has benefited by acting as a first mover in emerging markets. In terms of business development, the company sometimes involves mergers and acquisition activities as a way to grow and create value. Moreover, the reasons behind the MA activities can vary according to expectations. These may be the economies of scale, speed of entry, shareholder expectations and so on (Johnson et.al, 2008). Mergers and acquisitions are considered as one of the most dynamic ways in which a firm can recombine assets to create value (AhernWeston, 2007). By being the first mover into a market it may hides some drawbacks. Hill Jones (2009) noted that first movers have to tolerate large costs of pioneering that later movers may not. Also first movers may fall into substantial mistakes and risks as they lack experience, where second movers can enjoy knowledge and improvements through first movers gaffes. Similarly, MA is a particularly stressful practice for people involved within the new corporate culture and structure that can create ambiguity, anxiety and antipathy amongst companys staff (Appelbaum et al 2000). Such a fact can destroy the organisations value. 2nd Question: Does it make sense for Nestlà © to focus its growth efforts on emerging markets? Why? According to the Case Study (2011), by the early 1990s Nestlà © realised that it faced important challenges in maintaining its rate of growth within the markets of Western Europe and North America. Therefore, the company has turned its attention to emerging markets for further growth. Rapoport (1994) stated that developed markets are in the saturated phase of their life cycle where the competition is becoming higher, creating the war of price and substitution. Due to the economic downturn in such markets, people incomes have been characterised as incomplete and thus consumers are becoming more price conscious. Additionally, population indexes show that the population growth rate has been stagnated in contrast with the emerging world which is expected to expand by the year 2015 (Delegge, 2009). Delegge (2009) stated that emerging market economies are growing at a faster pace than those in developed countries. Furthermore, the researcher indicates that due to the combination of the global recession and the downturn of real estate prices, residents of emerging markets are expected to outperform both American and European consumers in terms of spending dynamics. Thereby Nestlà © translated emerging markets as an opportunity of higher growth returns with the promise of significant market share in the long term. In order to maintain its growth rate, it does make absolute sense for Nestlà © to focus its growth efforts on emerging markets. Goldman Sachs introduced the BRIC acronym (Brazil, Russia, India and China) that refers to the countries which are estimated for the next decades to be at a better stage than the current developed markets (ONeilStupnytska, 2009). Furthermore, they announced the concept of the Next Eleven (N-11) countries such as Nigeria, Mexico and Turkey which have the potential of becoming along with BRICs, the worlds dynamic markets by 2032 (ONeilStupnytska, 2009). Nestlà © has already been active in developing economies but it is therefore slight in contrast with their rival company Unilever. Moreover, the US food drink report (2010) notes that even with the greatest exposure in such markets; Unilever has experienced negative average revenue. This was due to its poor business management and incorrect decisions made over the last five years. Nestlà ©s core competencies and capabilities can enable the company to continue performing in emerging markets. Nestlà © has the ability to create brands quickly and in a sustainable fashion with products such as Nescafe, which also give strong focus on RD which enables the company to generate greater profits (Datamonitor, 2010). The company has the unique strength to customize global products with the same quality standards based on customer needs in the local market. Also, the firm has unmatched geographic existence in the emerging markets and so the company has the flexibility to deal with circumstances that sometimes cannot be easily predicted (SinghChild-Villiers, 2010). Applying those distinctive competencies, Nestlà © can earn greater returns and gain a sustainable advantage over its competitors. Rahman Bhattacharyya (2003) supported that unique performance within emerging markets can offer differential advantages for a first mover company. Following a first mover strategy, Nestlà © has benefited in many emerging markets as it was the first company which offered differentiated affordable products in local markets (RahmanBhattacharyya, 2003). Nestlà © aims to build a substantial position by achieving successful customer perceptions. Moreover, as the market grows and income levels rise, Nestlà © can potentially benefit by being responsive in such possible situations. Nestlà © can also take advantage of location economies, which are created from performing a value creation activity in the best location possible (HillJones, 2009). For instance, Nestlà © has opened a new factory in Nigeria which was dedicated in Popularity Positioned Products (Nestle, 2011a). This enabled the company to achieve lower costs and therefore facilitated the company to customizing its products in terms of price and accessibility. Thus, by enduring in such location economies, Nestlà © can gain a competitive place in each single location. 3rd Question: What is the companys strategy with regard to business development in emerging markets? Does this strategy make sense? From an organisational perspective, what is required for this strategy to work effectively? Regarding the business development in emerging markets, Nestlà ©s strategy was to enter markets before competitors in order to get the first mover advantage. The company aims to build a significant position within the developing world and thus be able to understand and satisfy the requirements of local population. Nestlà © acquires local firms when valuable opportunities arise during the entry process of the company into new emerging markets. A good example is that of 1995 where Nestlà © acquired Rossia, one of the leaders of chocolate manufacturer in Russia (Nestle, 2009). Nestlà © realised the chances that have been offered from the opening of Russian market and the increase of income levels, by making this new investment. In addition, there are times when Nestlà © enters emerging markets by building its own infrastructure from scratch, such as in China. Considering such a method, the company enters markets where no actual competitors exist and thus creates its own paths as a way to establish a market presence. Nestlà ©s product portfolio includes a strong presence of numerous key brands which focus on developing local marques for their respective markets thereby escaping its global brands for these customers (Urde, 1999). Overall, the company owns 8500 brands under its organisational umbrella and less than 10% are registered in more than one country. As an alternative way of trying to force a product in a market, the company customizes its product based on the needs of the local consumer and focuses at the extent of achieving economies of scale. At the moment, Nestlà © follows the strategy of adaptation to local conditions by using its in house PPP (Popularity Position Products) method which offers affordable products of high quality to meet the needs of emerging consumers (Nestle, 2010b). In the long-term, Nestlà © is aiming to supply the whole region with various products in order to realize economies of scale. For instance, as part of its long term business development strategy in Middle East, Nestle has established a network of factories in five countries. According to Porters generic strategies figure 1, Nestlà © adopts focus/niche strategy which reduce company risks and focus its marketing efforts on a limited number of market segments (Eldring, 2009). By adopting such a strategy, the company aims to build a substantial position in these particular markets so as to gain a competitive advantage using product innovation and marketing activities. Due to the fact that these economies are growing at a fast pace, Nestlà © is able to escape such segments and can offer a wider variety of upscale products such as mineral water and prepared foodstuffs (Case Study, 2011). (Source: Adopted from: www.mindtools.com/media/Diagrams/GenericStrategies) The successful presence of Nestlà © within developing markets verifies that the implication of Nestlà ©s strategy has been correctly applied. The corporate structure that Nestlà © comprises is closely related with the idea that all markets are equally important. Lavelle (2004) mentioned that Nestlà ©s strategies originated from a particular point and are independently applied from its local units. In order for the strategy to work effectively, it is necessary for the company to consider the following issues. Firstly, the firm must have available resources to invest in RD as well as the fast and effective production of innovative products (Hitt et.al, 2009). Nestlà © has established 6 RD centres in emerging markets that provide the ability to launch new products quickly and efficiently (BulckeSingh, 2011; Bauer, 2011). In order for the company to maintain its advantages over the competition it is imperative to continue focusing and investing on its RD activities. Secondly, the company must ensure that products can be customized at the requirements of any local market. Using the PPP model, Nestlà © is able to offer its products based on the requirements of the emerging consumers. Finally, Nestlà © must continue focusing on long-term investments in order to sustain a competitive advantage within the emerging markets. 4th Question: Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tells you about the success or otherwise of the strategy adopted by the company? Key Performance Indicators can be described as the main companys parts that assist to define and evaluate the success of a strategy in which the business is involved (Eckerson, 2009).Obviously, companys performance indicators can differ according to the reasons that have been composed for. Performance Indicators can be defined using numerous models, one of which is the Balanced Scorecard. The concept involves both qualitative and quantitative measures which evaluate the performance regarding the strategy chosen (Johnson et.al, 2008). Figure 4.1 applies the concept of Balanced Scorecard for Nestlà ©; an analysis has been carried out and can be seen below. Figure 4.1: Nestlà ©s Balanced Scorecard Financial Sales EBIT Net Profit NESTLE To be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders To be the reference for financial performance in its industry Internal Business Employees Factories Customer PPP Customer Acquisition Learning Innovation GLOBE-NCE RD (Source: Adapted from Johnson et.al, 2008 www.nestle.com) Firstly, the financial perspective can help the company understand its shareholders perception. Nestlà ©s EBIT grew steadily in the past 5 year period from CHF 13302 million to CHF 16194m in the year 2010, a growth of 21.7% (Nestle, 2011c). Significantly, 2009s EBIT was reported at CHF 15699m, an increase of just 0.15%. Moreover, the relative sales figures grew from CHF 98458m in 2006 to CHF 109722m in 20010, dropping at CHF107618m in 2009 after a successful year in 2008 where sales were at CHF109908m (Nestle, 2011c). In addition, the net profit margins showed a dramatic growth over the last five years from CHF9197m in 2006 to CHF34233m in 2010. Such a significant increase of net profit was due to the disposal of 52% of Alcons outstanding capital, which increased the profit (as a percentage of sales) from 9.7% in 2008 to 31.2% in 2010 year (Nestle, 2011c). Secondly, an internal analysis makes it possible to identify the level of operational procedures of Nestlà ©. During the year 2006, Nestlà ©s workforce involved 265 000 people, a number that increased in the year 2008 to 283000. Throughout 2009, the company cut about 5000 jobs resulting in a 281000 person workforce for 2010 (Nestle, 2011b). In addition, the company in 2009 was operating 449 factories 30 less from the year 2006 (Nestle, 2007b; 2010a). With respect to the third perspective of Learning Innovation, Nestlà © seems to have a strong focus throughout the years. Taking into consideration Nestlà ©s product innovation, it can be seen that the company is aiming for a deeper scope within this area. In 2006, Nestlà © spent about CHF 1.7 billion for its RD with a further increase in the following years (Nestle, 2007b). According to Nestlà © (2010a) spends about 1.9% of its annual revenues on its RD program which is considered as one of the key drivers of growth. In addition, the company combines two programs, GLOBE and NCE, which enable the reduction of production waste. Through these models, Nestlà © has achieved CHF 1 billion in 2008 which has further increased its efficiencies to a CHF 1.5 billion saving in 2009 (Nestle, 2010a). Finally, the consumer perspective is related to how customers perceive Nestlà ©. This can be measured through Nestlà ©s PPP model which aims to focus on low-income consumers around the world (Nestle, 2010b). Within 2007, the PPP performance involved 37 countries while in 2008 this number almost doubled to 70, generating an organic growth of 27% (Nestle, 2008). In 2009, PPP achieved sales of CHF 8.8bn with an organic growth of 12.7% (Nestle, 2010b). As a final point, 2010s concept encompassed 90 countries with sales figures of CHF 11bn and a double digit growth (Bulcke, 2011) Overall, the analysis of such indicators shows that Nestlà © has been able to improve its performance over the last five years. Despite the crisis triggered in 2008, Nestlà © is actually steady on a financial and non-financial scale. It seems that the long term strategy generates positive results for the short term as well. Giving focus on customization of local markets through the PPP concept, the company builds strong roots for the future, particularly in emerging markets as there are high growth potentials. 5th Question: How would you describe Nestlà ©s strategic posture at the corporate level; is it a pursuing, a global strategy, a multi-domestic strategy, an international strategy or a transnational strategy? Multinational companies use four main primary strategic postures when competing in the international environment. These are illustrated in figure 5.1. Such strategies depend on factors that are related to two types of pressures, Cost Reductions and Local Responsiveness (Hill, 2009). Figure 5.1: International Operations Strategies TRANSNATIONAL STRATEGY Move material, HR, ideas across national boundaries Economies of scale Location Economies Ex. Nestle, Kraft GLOBAL STRATEGY Standardized products Economies of scale Ex. Motorola, Intel High MULTIDOMESTIC STRATEGY Customization Different National Markets Ex. MTV, McDonalds INTERNATIONAL STRATEGY Import/export Minimal local customization Ex. Microsoft, PG Low High Low (Source: Adapted from Hill, 2009; AhlstromBruton, 2009) Figure 5.1, demonstrates the conditions under which each of the International Strategies are most appropriate. In addition, it shows some key characteristics of each strategy and gives examples of companies that follow different strategies. Regarding Nestlà ©s strategic posture, the company traditionally operated on a decentralized structure as a way to customize its product offerings to local needs, a key characteristic of a multi-domestic company. With the multi-domestic strategy, an organisation focuses on national differences and customizes its products by responding to the needs of the local preferences. This is in contrast to the global strategy where the company is able to improve its profits and development through lower costs that are derived from location economies and economies of scale (Hill, 2009). Due to the high competitive conditions that Nestlà © faced along with the need to obtain cost reductions, the company moved one step ahead by adopting a transnational strategy (Busco et.al, 2006). Such a strategy involves elements of global and multi-domestic strategies through which the company seeks to achieve both cost efficiencies and local customization (Hitt et.al, 2009). Child-Villiers, Head of Investor Relations, noted that Nestlà © is now integrated in a proactive and efficient way within the markets. He also supported that the company goes one step ahead as it links the globe with Nestlà ©s Continuous Excellence programme (BulckeSingh, 2011). Similarly, its competing company, Kraft Foods shifted to a transnational international strategy to better compete and grow (FoodProcessing.com, 2007). Within Nestlà ©, its national units are characterised as semiautonomous as they are able to involve decisions such as pricing and marketing in order to customize the products to local needs. Localization rather than globalization is the key characteristic of the companys idea which is also supported by the belief that there is not a single product for everyone (Nestle, 2007a). Although the authority of local subsidiaries are still decentralised, the firm has an integrated structure of seven strategic business units (SBUs) that manage advanced strategic decisions for key products ranks and achieve cost economies by centralizing operations such as acquisitions, production and RD (Hill, 2009). The company is divided into five divisions made up of Africa, America, Europe, Asia and Oceania. However, each zone assists in the development of the overall strategy but do not interrupt the local strategic decisions. It can be noted that Nestlà ©s activities and resources are neither centralised in the company, nor decentralised so that each subsidiary unit is able to operate separately in local market. Peter Brabeck-Letmathe, the CEO of Nestlà © noted that while the company comes closer with the consumer the more decentralized it is, he nevertheless supported that the more it is dealing with high level judgments, the more centralized decision making becomes (Wetlaufer, 2001, p.116) Moreover, following a transnational strategy it may sometimes require the company to adapt a more flexible tactical expansion and therefore involves a partnering with other organisations or exclusively owned acquisitions (DooleLowe, 2008). For instance, in 2003, Nestlà © formed a partnership with Colgate-Palmolive in order to develop a gum and candy product line. This was done in an attempt to capture a share of a market dominated by other competitors (Fox, 2005). 6th Question: Does this overall strategic posture make sense given the markets and countries that Nestlà © participates in? Why? Generally, Nestlà © operates almost in every country all around the world. Within the developed markets Nestlà © has a strong basis while in developing world the company involves a huge presence as they are potential markets for growth. According to Hill (2009), transnational strategy makes most sense in markets where the pressures for cost reductions and local responsiveness are high. Due to the high competitive levels and the financial complications that exist in developed markets, companies have to rethink about their strategies in order to survive (Hill, 2009). Then again, emerging markets involve low spending consumers with different preferences and tastes as well. It is therefore important for firms to respond at the cost pressures and the local requirements of the markets (Hill, 2009). Following this transnational structure, Nestlà © is able to customize global products in accordance with consumer requirements in the local market. This can be achieved through its autonomous local units which are responsible to understand the local needs and decisions related to marketing and distribution. Using an extensive market research, the company offers its products under the organisation umbrella and specializes on building brand names that are associated with local conditions (XieBoggs, 2006). Consequently, the company achieves the advantage of building customer loyalty and brand equity in local markets (Pass et.al, 1994). Allowing the subsidiaries to modify their packaging and distributions channels to meet local needs is a further benefit for Nestlà ©. In instance, Nestlà © and Mars in UK have combined their confectionery deliveries to Tesco, as a way to reduce as much possible trucks from Britains roads (IGD, 2010). This had a result to reduce both environmental and distribution costs. Since the early 1990s Nestlà © UK has been recycling its packaging as a way to reduce the amount of packaging used (IGD, 2008). The company decreased not only the costs of packaging but also its transportation costs since less Lorries are required. Regarding Nestlà ©s strategic posture, the companys subsidiaries within emerging markets have achieved to reap previous learning and ideas that have been used in developed markets (BulckeSingh, 2011). It seems that the company has succeeded to successfully transfer capabilities, skills and core competences in these markets. Hill (2009) supported that a transnational enterprise must give strong attention on flexibility by exploiting an information flow among the organisation and its local units. Thus, the key characteristic of transnational strategy offered the ability for Nestlà © to achieve almost 40 billion of sales in emerging markets and a growth of 11.5% in 2010 year (BulckeSingh, 2011). This worldwide combination strategy allows Nestlà © to enjoy benefits of low cost through location economies and economies of scale (Ireland et.al, 2008). For instance, as part of its strategy in the Middle East region, Nestlà © has set up a network of factories in five countries with a prospect to supply the whole region, achieving at the same time economies of scale (Case Study, 2011). Through the integration of regional economic groupings the company is able to produce larger units which can supply entire areas, building at the same time competitive advantage (Nestle, 1999). Sometimes, the transnational strategy involves a complex structure which includes a potential danger of losing control. Under this circumstance the organisation involves problems of creating a practical and valuable organizational structure and it is therefore impossible to manage the strategy (Hill, 2009). According to Bartlett et.al (2010) in order avoid any risks the transnational strategy requires a balanced binary of decision making and not a choice of one or the other but of where, how, when. 7th Question: Is Nestlà ©s management structure and philosophy aligned with its overall strategic posture? The management structure and philosophy is well affiliated with Nestlà ©s overall strategic posture. Nestlà © provides cooperation between local autonomy and centralized decision making. Even that the authority to local subsidiaries is decentralised, the firm is organised into seven SBUs that involve in the overall strategy development. Thus the multinational firm focus on local responsiveness and global integration (BartlettGhosal, 2000). The companys structure is well matched with the concept of transnational strategy. The SBUs that Nestlà © performs around the world are responsible for top strategic decisions which have specific focus on particular product lines such as coffee and beverages (Parsons, 1996). In addition, these SBUs participate within the overall companys strategy where Cook et.al. (2003) noted that the acquisitions made from the SBUs are essential drivers of firms success. Beside that structure of SBUs, Nestlà © includes regional divisions in five key geographical zones (Case Study, 2011). In combination with SBUs, these regional organisations are also supporting the overall strategy and business development. It is also important to state the RD that Nestlà © operates which focus on the creativity and production of products that meet local requirements. The RD function involves 29 research groups within various countries around the world (Bauer, 2011). Beyond such structure, Nestlà © decentralized as the responsibility for market decisions is carried down to local units which are basically operate autonomously for various local judgments. Nestlà © supports the philosophy that there is no single product for everyone, which achieves to understand local preferences through its subsidiaries and thus develops tailored products that meet those tastes and habits. Figure 7.1: Nestlà ©s organisation chart (Source: Adopted from: www.Nestle.com) Following the above figure 7.1, it can be seen that Nestlà © operates within a global matrix structure. As it has been already stated above, Nestlà ©s structure centralizes in some operating decisions and at the same time decentralizes in cases of national operations. The company integrates its functional competencies and capabilities into local teams such as to successfully respond within the global marketplace (BulckeSignh, 2011). Thus using a global matrix structure the company is able to fulfil customer requirements from different geographical places (Ireland et.al, 2008). According to Hill (2009), a global matrix structure is highly recommended for an organisation which adopts transnational strategy in order to be effective implement. Since 2000, Nestlà © has developed its Global Business Excellence (GLOBE) approach with a prospect of simplifying its organisational process structure through an integrated knowledge system. The programme provides Nestlà ©s companies with similar plans, structures and best performance to integrate actions thru the entire organization and to support organizational strategy for business objectives (Johnson, 2005). Recently, the company reorganised its structure through the development of an additional programme known as NCE (Nestlà © Continuous Excellence). Through that method Nestlà © is able to reduce production waste by saving million tonnes of product material through know-how production such as recycling (Nestle, 2010c). Bulcke Signh (2011) noted that the combination of those two programmes, GLOBE and NCE, enable the company to drive cost-effective growth and outperform the market. Concluding, the idea behind those programmes was to reorganise the organisations structure as t o be linked with the overall strategy.

Relationship Between Emotional Intelligence and Leadership

Relationship Between Emotional Intelligence and Leadership There is no doubt that one of the major elements of research in organizational behaviour is Leadership. With a quick overlook on the last decade researches, we can find that the researches which are related to leadership have captured the interest of a large portion of researchers all over the world. A relational based approach to leadership using leader-member exchange theory seems to be a significant leadership research stream. Beside of this, based on the assumptions of major researches we can find that Leader-member exchange (LMX) theory illustrates the dyadic procedure by which responsibilities and anticipations are developed for a leader with each subordinate (Dansereauet al., 1975; Graen and Cashman, 1975). According to the suppositions of this theory, we can find few differences between the qualities of the exchange relationship, because this element frequently differs from one subordinate to another. In Leader-member exchange (LMX) theory we have two kinds of relationship, f irst one is high exchange relationships and the second one is lower exchange relationships. In one hand, High exchange relationships are developed with some subordinates, in the other hand in contrast lower exchange relationships are expected to be developed with other subordinates (Graen and Cashman,1975). There are three dimensions which can describe and characterize High-exchange relationships: high-level of trust, liking, and respect, and they engage with expectations of mutual exchange. In organization we can find some kinds of balance between behaviour of leaders and subordinates; the leader provides and prepares outcomes desired by subordinates, such as motivating and exciting tasks, extra responsibilities and consciousnesses, and larger compensations. In the other hand, in exchange for preparing these desired outcomes, the subordinates are supposed to be committed to the work and loyal to the leader and organization. In low-quality exchange relationships, because of the natu re of relationship subordinates are only expected to do the formal and official necessities of their normal jobs, and additional benefits and promotes are not offered by the leader. Beside of that, Exchange relationships develop and extend slowly after a while and are emphasized by the behaviour of the leader and the subordinates. In the preliminary version of LMX theory, having some kind of diverse exchange relationships was viewed as typical and beneficial and trustable and reliable for a leader, but Graen and Uhl-Bien (1995) later suggested that a leader have to try to develop high-exchange relationships with as many subordinates as is feasible. Based on the result of a large number of researches, High LMXs suggest a number of helpful and positive outcomes for a leader and there is no doubt that LMX was correlated positively with few elements like subordinate performance, satisfaction with supervision, overall job satisfaction, organizational commitment, and role clarity. A more recent review by Erdogan and Liden (2002) reminded further positive and helpful outcomes of LMX, including more innovation, less job stress, and greater workplace safety. Most of the research on the correlates of LMX has focused on ending results rather than antecedents (Erdogan and Liden, 2002).While these researches are important to our overall understanding of the LMX concept, there is little evidence of personal or interpersonal attributes associated with these relationships (Phillips and Bedeian, 1994). According to result of many researches and their results, for getting better and increasing our understanding of the LMX relationship and its formation, research is needed on the antecedents associated with the leader-member exchange procedure. In this study I am going through investigate two significant antecedents thought to be related to the quality and excellence of the subordinate-supervisor relationship: demographic similarity and emotional intelligence. Emotional intelligence is one of the most widely discussed topics in current industrial, work, and organisational psychology. The concept of EI was firstly introduced by Salovey and Mayaer as a Type of social intelligence, separable from general intelligence, which involves the ability to monitor ones own and others emotions, to discriminate among them, and to use the information to guide ones thinking and actions. In a later effort, they (Salovey Mayer, 1990) expanded their model and defined emotional intelligence as the ability of an individual to perceive accurately, evaluate, and express emotion; the ability to access and generate feelings and emotions when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and rational and intellectual growth. Researches have shown that emotional intelligence is the common factor that influences the different ways in which people develop in their social s kills, lives, and also in their jobs; control their emotions; get along with other people; and handle frustration. It has been discovered that the difference between a simply brilliant person and a brilliant manager is due to a persons emotional intelligence. Finally, it is emotional intelligence that dictates the way people deal with each other and understand emotions. Thus, emotional intelligence is considered very important for business leaders because if business leaders are insensitive to the mood of their staff or team, it may cause frustration and, therefore, not get the best out of people (Anonymous, 2004). Turner (2004) has stated that emotional intelligence is the softer component of total intelligence and that it contributes to both professional and personal lives of people. Traditional IQ is the ability of learning, understanding, and reasoning. It is now thought to contribute only 20% to ones success, whereas emotional quotient (EQ), which is the ability of understandin g oneself and interacting with people, contributes 80%. EQ is very critical to effective leadership. IQ has been linked to job performance and is a key factor and element in recruitment. However, EQ is obvious in the managers/leaders ability to retain their positions and be successful in their roles. In fact most of the firms hire for intelligence (IQ) and sack because of attitude (EQ). 1.2 Statement of Purpose The present study aims to examine the relationship between EI, demographic issues (age, gender, and race) as a moderator variable and LMX. Two hypotheses would be tested. First, there will be a significant and positive relationship between EI and higher LMX quality. Second, there will be significant positive relationship between quality of LMX and the mentioned demographic issues. 1.3 Significance of Study More research has been conducted on the outcomes of LMX than on its determinants, but several antecedents have been identified (Liden et al., 1997; Nahrgang et al., 2009; Schriesheim et al., 1999). A favorable exchange relationship is more likely when the subordinate is perceived to be competent and dependable, and the subordinates values, attitudes, and demographic attributes are similar to those of the leader. Some personality traits for the leader and subordinate (e.g. agreeableness, extroversion, positive affectivity) may also be related to LMX. However, the number of studies on traits is too small to reach any firm conclusions, and the studies did not include mediating variables such as emotional intelligence to explain the relationship. 2. Literature Review 2.1 Leader Member-Exchange Theory The concept of vertical dyadic linkage or LMX was introduced in the 1970s (Dansereau et al., 1975). The original idea was born out of the fact that ratings that different followers report for the same leader have a variance that goes beyond simple measurement errors and appears in fact to reflect something meaningful. Graen and colleagues (e.g., Dansereau et al., 1975) assume that this variance is due to the different behavior that the leader shows towards different followers. Instead of viewing leadership as a phenomenon a leader shows towards a group, leadership is regarded as a dyadic phenomenon, happening between one leader and one follower. More recent developments of this stream of research focus more extensively on the quality of the relationship between leader and follower (for an overview see Graen and Uhl-Bien, 1995). Leader-member exchange (LMX) theory suggests that a leader will develop an exchange relationship over time with each subordinate (Dienesch and Liden, 1986; Graen and Cashman, 1975; Graen and Scandura, 1987; Graen and Uhl-Bien,1995). Empirical studies have found a positive correlation between LMX quality and several indicators of leadership effectiveness (e.g. Graen and Uhl-Bien, 1995; Harris et al., 2009; Schriesheim et al., 1999). In a meta-analytic study Gerstner and Day (1997) found that a favorable exchange relationship was related to higher subordinate satisfaction, greater organizational commitment, better job performance, and lower turnover. Erdogan and Liden (2002) reported additional positive outcomes of a favorable exchange relationship, such as more creativity, less job stress, and better workplace safety. More research has been conducted on the outcomes of LMX than on its determinants, but several antecedents have been identified (Liden et al., 1997; Nahrgang et al., 2009; Schriesheim et al., 1999). The development of LMX may also be affected by contextual variables (Liden et al., 1997). It may be more difficult for the leader to develop favorable exchange relationships when the work unit or team has many members, when the members are only temporarily assigned to the team, when the members are widely dispersed and seldom interact with the leader, when the leader is overloaded with responsibilities and has little time for interaction with individual members, or when the leader has little power to provide rewards and benefits desired by members. As we know Leader empathy, ethical values, and relations-oriented behavior all appear to be relevant for effective leadership, A recent study found that LMX is correlated more with relations-oriented behaviors than with other types of leadership behaviors (Yukl et al., 2009). The relations-oriented behaviors included providing psychological support, recognizing subordinate contributions, developing subordinate skills, consulting with subordinates to learn about their ideas and concerns, and delegating more authority and responsibility to subordinates. It has been more than three decades since researchers focused on the role of social exchange in leader-member relationship (Scandura, 1999). The leader-member exchange (leader-member exchange) theory basically argues that leaders develop differentiated dyadic relationships with their subordinates. Social exchange theory sees the interactions between the leader and members as interdependent and contingent on the actions of the other party (Cropanzano and Mitchell, 2005). Social exchange is said to evolve when employers takes care of their employees. Over time, this reciprocal relationship evolves into a trusting and loyal relationship. High quality leader-member exchange is characterized by mutual trust, liking, respect and reciprocal influence between the leader and team members (Liden and Maslyn, 1998). Low quality leader-member exchange is marked by a relationship that is based strictly on the terms of the employment contract (Liden and Maslyn, 1998). The research on LMX has captured the interest of researchers in many parts of the world. Hassan et al. (2009) highlight the role of LMX quality and communication with supervisor as an antecedent of team-oriented commitment among Malaysian workers. Bhals (2006) work mentioned earlier involved Indian IT workers. Schyns et al. (2008) found support for the effect of personality traits such as Need for Leadership and dependence on follower rating of LMX quality among Dutch workers. A study involving German employees by Schyns and Wolfram (2008) indicates that the key concerns that followers have in assessing the quality of LMX they have with their leader are different from the concerns that leaders have. Whereas leaders are primarily concerned with performance, followers are concerned with consideration. However, the ability of a leader to address the concern for consideration will lead to followers reciprocating by delivering performance. 2.2 Emotional Intelligence Emotional Intelligence enables people to deal with everything with a measure of balance and maturity. Emotionally intelligent people have a deep rooted sense of self that helps them to understand other people, keep things in proportion, retain focus, and understand what is important. Moreover they retain a positive viewpoint approximately all of the time, they are successful in everything that they choose to do, they have high work performance, they have high personal productivity levels, and they consequently enjoy greater job satisfaction. Performance measures that often exclude the soft skills fail to reflect any positive consequences of EI development that may be occurring within the organization. Emotional elements underlie the dynamics of many aspects of modern and new organizations, and the role of EI must be considered while devising organizational policies, processes, and procedures. Lubit (2004) considered social competence to be an important and main component of EI, making it very valuable and significant for teams. Welch (2003) has said that EI makes teams able to boost their performance. In an era of teamwork, it is necessary to find out what makes teams work. His research has shown that the same as individuals, the most effective teams are the emotionally intelligent teams and that any team can improve and achieve higher levels of EI. In his study, teams with same aggregate IQ were compared, and it was discovered that teams with high levels of EI outperformed teams with low levels of EI by a margin of two to one. He highlighted two significant points. First one is that, there is evidence that EI in teams is an important factor. And the second one indicates that, there is the assertion that EI can be developed. He also proposed that these five EI team competencies build on individual EI skills: inclusiveness, adaptability, assertiveness, empathy, and influen ce. However, these competencies are not enough on their own. Trust is the foundation of teamwork for it to be a truly joyous undertaking; it allows people to examine where they can improve without becoming self-critical or defensive. 2.3 Research Questions Research Objectives Research Questions: RQ1: Is there any significant and positive relationship between EI and LMX quality? RQ2: Is there any significant and positive relationship between demographic dissimilarity and LMX? Research Objectives: RO1. Investigation the relationship of Emotional Intelligence (EI) and Leader-Member Exchange (LMX) RO2. Investigation the relationship of Demographic issues and Leader-Member Exchange (LMX) 3. Methodology Leader emotional intelligence will be measured with four items from a sub-scale of the questionnaire on emotional intelligence developed by Wong and Law (2002). Each item had six Likert-type response choices (1-strongly disagree to 6-strongly agree). Only the four items with positive wordings were used. Sample items include: My manager is very aware of how other people are feeling. My manager is a good observer of emotions in other people. LMX will be measured with the LMX-7 instrument developed by Scandura and Graen (1984). Graen and Uhl-Bien (1995, p. 236) provided additional support for the validity of this questionnaire. Each item had five anchored response choices with unique anchors that are appropriate for the item. The wording for the response choices in a few items was slightly changed to reduce ambiguity. Sample items include: How well does your boss understand and appreciate your talents and potential; How much confidence does your boss have in your ability to do the work; How willing are you to do extra work to help your boss deal with a difficult problem; How would you describe the relationship between you and your boss

Consider two symbols, which you consider to be important in the novel, :: English Literature

Consider two symbols, which you consider to be important in the novel, and show you have thought about how Golding makes use o Consider two symbols, which you consider to be important in the novel ‘The Lord of the Flies’, and show you have thought about how Golding makes use of them. A symbol is ‘a thing regarded as suggesting something.’ The two objects I have chosen are in my view the most symbolically important in the novel ‘The Lord of the Flies’. Firstly I have chosen the conch. The conch is very significant, as it is the first recognizable object introduced. A conch is a shell, and is described as ‘deep cream, touched here and there with fading pink.’ It is discovered in the first chapter of the book, ‘The Sound of the Shell’ and is used to summon everyone together. Traditionally, the conch was used by the Greek God of the Sea, Triton, to calm or raise the oceans. Similarly, it was used by Ralph to command order, attention and respect from the other boys, although he did not use it intentionally to do this. The boys see it as a symbol of authority, which must be obeyed unquestioningly. When this authority is challenged by Jack in ‘Beast From Water’, and again in ‘Beast From Air’, it is the turning point leading to Ralph’s downfall, and the demise of the conch. ‘ â€Å"Conch! Conch!† shouted Jack. â€Å"We don’t need the conch any more.† ’ Jack is undermining Ralph, merely to disguise his own insecurity. It is at this point that Ralph realises the seriousness of the situation, and is too scared to blow the conch, in case the boys do not regroup. ‘ â€Å"If I blow the conch and they don’t come back; we’ve had it.† ’ The conch is also representative of the boys’ loss of innocence, as this is echoed by the conch losing colour, and losing significance to the boys. When the conch is destroyed, it indicates the destruction of order, and rational thought and behaviour. At the same moment the conch is destroyed, Piggy is killed, which heightens the drama of the situation, and stresses how important it is that the conch has been destroyed. In the microcosm of the island, the boys have virtually no discipline or figure of authority, and so become more and more feral. Jack’s behaviour in this situation shows that people will abuse power if it is not earned. The power that he has corrupts him, and turns him from a bossy schoolboy into a bloodthirsty dictator. At the beginning of the novel, the boys were still subject to their conditioning by

Characterization of Scully in Tim Winton’s The Riders Essay -- Tim Win

The Characterization of Scully in Tim Winton’s The Riders  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the most endearing aspects of The Riders is the clever characterization. This allows the reader to relate to the typical national stereotypes and yet very extravagant personalities portrayed in the novel. The characterization, together with Winton’s considerable skill at using the characters’ view to evoke a sense of place, are two of the strengths of The Riders. The character of Fred Scully, the ‘hero’ of The Riders, is one of the most wonderfully written characters to have come out of Winton’s writing so far. Scully’s character encompasses all the traditional traits of the Australian: his use of vernacular, appearance, humor, as well as the outlook and many more. Winton has the reader accompany Scully in his desperate struggle through Europe and it is Scully’s personality that the reader finds themselves enjoying more than the sightseeing trip. "...Scully [is] one of the most memorable characters in Australian fiction." Scully is memorable because his traits could be found in someone known by the reader; he could easily be the ‘man next door’. The beauty of Scully is that Winton has allowed for the character to evolve, and he has adapted along with his character. At the beginning of the novel Scully is the "...big friendly shambles of a man who followed them like an ugly hound, loyal and indestructible..." yet not long after Scully is seen as "...sheepish like a lamb unto the slaughter...". These changes which occur in the character of Scully fit into the structure and plot of The Riders. Before the disappearance of Jennifer, Scully was a ruggedly handsome optimist, content to wait out the bad times, yet after the trauma of loss and heartache, ... ... is based around the idea that Scully is an emotional person, one who considers the needs of others. Scully follows Jennifer because of the baby. Yet he does not pursue Connor Keneally, because he understands that it would not be right, no matter how much he feels that he wants to. Tim Winton’s Scully is a very memorable Australian character. His connection with the reader enables them to enjoy his individual humour, vernacular and his generally unsinkable optimism. Winton’s writing skills allow the reader to be drawn to Scully by the character’s particular outlook on situations. Scully once said "What you see is what you get". Within The Riders this is not necessarily so, Winton gives Scully much more than what is printed on the page and it is up to the reader’s discretion of how much they perceive. Work Cited Winton, Tim. The Riders Prentice Hall 1996. Characterization of Scully in Tim Winton’s The Riders Essay -- Tim Win The Characterization of Scully in Tim Winton’s The Riders  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the most endearing aspects of The Riders is the clever characterization. This allows the reader to relate to the typical national stereotypes and yet very extravagant personalities portrayed in the novel. The characterization, together with Winton’s considerable skill at using the characters’ view to evoke a sense of place, are two of the strengths of The Riders. The character of Fred Scully, the ‘hero’ of The Riders, is one of the most wonderfully written characters to have come out of Winton’s writing so far. Scully’s character encompasses all the traditional traits of the Australian: his use of vernacular, appearance, humor, as well as the outlook and many more. Winton has the reader accompany Scully in his desperate struggle through Europe and it is Scully’s personality that the reader finds themselves enjoying more than the sightseeing trip. "...Scully [is] one of the most memorable characters in Australian fiction." Scully is memorable because his traits could be found in someone known by the reader; he could easily be the ‘man next door’. The beauty of Scully is that Winton has allowed for the character to evolve, and he has adapted along with his character. At the beginning of the novel Scully is the "...big friendly shambles of a man who followed them like an ugly hound, loyal and indestructible..." yet not long after Scully is seen as "...sheepish like a lamb unto the slaughter...". These changes which occur in the character of Scully fit into the structure and plot of The Riders. Before the disappearance of Jennifer, Scully was a ruggedly handsome optimist, content to wait out the bad times, yet after the trauma of loss and heartache, ... ... is based around the idea that Scully is an emotional person, one who considers the needs of others. Scully follows Jennifer because of the baby. Yet he does not pursue Connor Keneally, because he understands that it would not be right, no matter how much he feels that he wants to. Tim Winton’s Scully is a very memorable Australian character. His connection with the reader enables them to enjoy his individual humour, vernacular and his generally unsinkable optimism. Winton’s writing skills allow the reader to be drawn to Scully by the character’s particular outlook on situations. Scully once said "What you see is what you get". Within The Riders this is not necessarily so, Winton gives Scully much more than what is printed on the page and it is up to the reader’s discretion of how much they perceive. Work Cited Winton, Tim. The Riders Prentice Hall 1996.

Cosmetic Surgery on Teenagers

Cosmetic surgery on teenagers Both texts, Valerie Ulene, â€Å"Plastic surgery for teens†, an article from Los Angeles Times website, January 12, 2009 and Camille Sweeney, â€Å"Seeking Self-Esteem Through Surgery†, an article from New York Times website, January 15, 2009, agree on the view on cosmetic surgery and query the idea of increased self-esteem to a certain point. Text 1, â€Å"Plastic surgery for teens†, focuses more on the surgery itself whereas text 2, Seeking Self-Esteem Through Surgery†, focuses more on the psychological part of cosmetic surgery.Even though they show two different sides of plastic surgery they still share some of the same statements of problems such as: which consequences surgery can lead to and which image issues teenagers’ face today. The fact that Diana Zuckerman, The president of the National Research center for Women and Families, appears in both articles makes them look alike in some cases, due to the similar chos en subjects. In text 1 Valerie Ulene emphasizes the issues of the modern world’s view on beauty and unrealistic ideals.These are some the primary problems that she discusses. In her discussion she actually refers to a study that shows no evidence of improved self-esteem after undergoing surgery. Valerie Ulene questions the surgeons, and that is where Dr. John Canedy, president of the American Society of Plastic Surgeons, comes in. Dr. John Canedy himself seems to have a critical view on cosmetic procedures among teens as well. He doesn’t exclude improved self-esteem, but he thinks that the surgeons should select the patients carefully and after long consideration.As I mentioned before text 2, â€Å"Seeking Self-Esteem Through Surgery†, focuses a lot on the beauty and psychological issues such as: celebrity obsession and makeover TV shows. Another person who shares some of the same views is Jean Kilbourne, the co-author of â€Å"So Sexy, So Soon†. He talks about the impossibilities of meeting the standards and values of beauty. Ann Kearney-Cooke, likes to characterize this phenomena as â€Å"an epidemic of low self-esteem among girls†.Diana Zuckerman, which appears in both articles, says that teens often forget or ignore the fact that they aren’t guaranteed a better life afterwards and that’s a big problem. Valerie Ulene engages the readers in several ways. One of the methods she uses in the text is to personalize it by referring to herself and her beauty problems, more specifically her nose. This is something that appears throughout the text. She even mentions her teen daughter: â€Å"With a 14-year-old daughter of my own, I recognize how difficult it can be†.By this she also refers to parents banning teen plastic surgery, and that engages the readers personally. Most people could probably relate to most of the problems Valerie Ulene talks about and has experienced. By choosing such a big issue she gets a lot of readers who are more likely to find the article interesting. Another method of engaging the readers is to strengthen the reliability. She does this by including several experts, who uses facts and creates different views: â€Å"there is really no data to suggest that it improves their overall body image or self-esteem†, as Diana Zuckerman comments.The data doesn’t only support the experts but it also supports the importance of these issues. The debate of banning plastic surgery for teens is an all time debate that keeps reappearing, maybe not much here in Denmark, but other places like Brazil, USA, UK etc. The arguments are mostly the same when it comes to issues like this: on one side banning it would be necessary in some cases; on the other side we live in a modern world where people can be held responsible for their actions.This is also the general view in this case. On one side we’ve got the Australian state of Queensland which finds it necessary to ban plastic surgeries for teens, like Dr. Pete Constantino says: â€Å"If they aren’t old enough to sign their own surgical consent for a medically necessary procedure, then they shouldn’t be able to induce their parent to do for cosmetic surgery†. Teenagers are incapable of making such a big decision at that age.On the other side: is that limiting teenagers’ needs both psychologically and physically? The question is whether the government should decide which values, morals and norms are correct. In this case the best thing is to bane cosmetic surgeries for teenagers. Your body is still developing, and most teenagers aren’t responsible enough to make such big decisions. ——————————————– [ 1 ]. Page 3, line 58. [ 2 ]. Page 2, line 26-17. [ 3 ]. Page 6, line 23-24.

Biography

From the early ages of her life Purvi Patel has had an interesting life. From her very early years in India to parenthood, family has been has been the greatest aspect of her life. She was the oldest of four, two younger sisters, Pinku and Chacu, and a brother, Mitul. They lived in Nadiad a small town in Gujarat, India. While growing up there wasn't much to do that was fun. Her parents, Surendra and Amita, were very strict and wouldn't allow her to go anywhere or do anything after dark. As she got older she started taking on more responsibility.At age 11 she had started taking care of her siblings more often and started cooking and cleaning. Her mother made her learn these things at a young age to know what to do later on in her life. While going into her teen years she ended high school at the age of 16 and went to college the same year. While in college she was attacked by a dog contagious with rabies. After she got her rabies shot she was okay. Later the next day they killed the r abid dog. As the years passed she needed to get married. She had an arranged marriage with Amrish Patel at the age of 18.In India at the time there were rarely any love weddings; marriages mainly all were arranged. They grew to love each other soon after. Shortly after they both had immigrated to America and both attended college again. Family life soon followed. When she was 22 in 1993 her daughter, Jasmine was born, though during that time it was a very hard time because of all that was going on. Purvi was still in college and they were looking for a house, but the day Jasmine was born her husband, Amrish, had bought a million dollar lottery ticket which he ost by one number, but they ended up getting $17,000.They kept it in the bank for good use. At the time they were still in college. Her husband, Amrish, had majored in computer technology. Purvi majored in medical technology. She had gotten a Job at a blood bank though she really wasn't too happy about it; she doesn't like bloo d, but she ended up liking it. Amrish became a computer technologist. Soon after, they had bought a house in Piscataway, New Jersey. Then Dhiral was born in 1997 when Purvi was 26.Then in 2006 they moved to Greenville, Illinois, and are currently proud owners of the Econolodge Inn and Suites here in Greenville. Then in the December of 2009 the family went to India for my Purvi's brother's wedding which was also an arranged marriage. The cultural difference from coming from another country made a big impact on her life. From her arranged marriage and her loving and caring family she has grown to be someone who has been through a lot. Now Purvi Patel lives in Greenville living her life in a way to keep adding to this biography. biography By dapdusa Biography Have you ever dreamed of becoming a chemist, a scientist or even an Inventor? Shakes Lean Managing Tomato is recently on her way of becoming the successful one. She Is now taking Bachelor of Science In Chemical Engineering at Technological university of the Philippines Manila, her stepping stone to success. Shakes Is the youngest and the only daughter of Madame Balls Tomato and General Managing Tomato. Manmade, 45 years old, Is a Sound System Operator whileGeneral, 43 years old, Is a Freelancer. On November 11, 1994, Shakes was born at the city of Manhandling, seven months after the DNA Computing was demonstrated by the famous chemical Engineer and Inventor Leonard Deadline. He was one of the persons who inspired her to pursue her dreams. Both parents were catholic by religion and for that their children followed their beliefs. Shakes and her brother Deeds Kyle Tomato grew up to be religious children since they were taught to be a good follower of Christ in Catholic Church. Guidance and manners were properly implemented by their parents.They see to it that good education will be given to Shakes and Kyle. Like any other child of today's generation, Shakes entered the nursery at Rembrandt Christian School in Guenon City, her first experience of attending a school. Her kindergarten was at Dilemma Preparatory School Annex in Novelistic, Guenon City and she was always on top of the class. Grade school was also a memorable part of Geisha's life and as always, she was on a competitive rank. She's very active both in extracurricular and academic studies. Having good grades strengthens her to fulfill her dreams.Freshmen, sophomore, Junior and senior are full of enjoyment, competition and trials for a teenager like Shakes. Friends are unavoidable but she managed to balance her studies and friendship. She took the first half of her high school life at Dilemma Preparatory School Main in Commonwealth, Guenon City and graduated at Saint Anthony Academy of Guenon City in Dang erous. Being on top in mathematics and science, Shakes decided to take an engineering course. Choosing a career of being a Chemical Engineer someday, Geisha's family and her good foundation of education plays a great role in her life.I might say that It Is not the wealth or Influence of environment but having a good foundation In the family and with the support of good education produce a better Individual. Biography By Mural-Galore Eng 002 / MIFF proof. Canoga, Have you ever dreamed of becoming a chemist, a scientist or even an inventor? One. She is now taking Bachelor of Science in Chemical Engineering at Technological University of the Philippines Manila, her stepping stone to success. Shakes is the youngest and the only daughter of Madame Balls Tomato andGeneral Managing Tomato. Manmade, 45 years old, is a Sound System Operator while General, 43 years old, is a Freelancer. On November 11, 1994, Shakes was born at the the famous Chemical Engineer and inventor Leonard Deadline. He was one of the Dilemma Preparatory School Main in Commonwealth, Guenon City and graduated at education plays a great role in her life. I might say that it is not the wealth or influence of environment but having a good foundation in the family and with the support of good education produce a better individual.