The relationship that Romeo and Juliet have with their parents throughout the play Essays

The relationship that Romeo and Juliet have with their parents throughout the play Essays The relationship that Romeo and Juliet have with their parents throughout the play Paper The relationship that Romeo and Juliet have with their parents throughout the play Paper which were ‘swallowed’ up, leaving Juliet his lone heiress to the empire. Juliet does not fear of the concept of marriage as she refers to it as an ‘honour’ and wants consent from her parents as to whether she may or may not fall in love. This portrays a lesser knowledge about love proving her ‘sheltered life’. Nurse seems to know and appreciate a lot more about Juliet and both have gained a full trust for each other, this is shown when Juliet confines in the nurse about her secret marriage with Romeo. Their relationship is shown in Act 3. Scene 5, in the 1977 Zefferelli film, When Juliet hides behind the nurse while in a ‘quarrel’ with her father. Zefferelli has used strong body language to determine the different relationship Capulet family. In Act3. Scene 5, Capulet contradicts himself by ordering Juliet to marry Paris, whilst in Atc1 he tells Paris to wait because his ‘child is yet a stranger in the world’. This could be because of Tybalt’s abrupt death, causing the younger generation of the empire to decrease. Capulet is portrayed to be the leading role of the family is this scene. This is shown in the Zefferelli directed film, when Capulet hots Lady Capulet when she tells him that he is being irrational. The nurse also tries to calm Capulet, and when fails she takes sides with Capulet. Juliet becomes angry, betrayed and feels that she has no hope but to die. However, Capulet still does not relent to Juliet’s incessant explanation of her ‘hate’ for marriage to Paris. In Act 4. Scene 5, Capulet seems hasty towards his ‘child’s’ death. His language is calm and well structured. He uses descriptions of her ‘blood’ being ‘settled’ and relating her death to ‘night’. This seems more like a verse from one of Romeo’s sonnets than someone who’s lost his only daughter. Capulet, while morning for his daughter’s death, he seems just as disappointed that Juliet has missed her marriage and rhetorically asks why the ‘murder’ of ‘our solemnity’ had to happen. Lady Capulet shows true disappear for her daughter’s death by repeating, ‘she’s dead’ as if she cannot take the reality in. Her hurried and simplistic language portrays a troubled and caring mother, the opposite to Lord Capulet’s emotions for the death of his daughter. Romeo’s relationship with his own parents have mixed similarities to the relationship Juliet shares with her parents. As Juliet has her ‘good nurse’ Romeo has ‘Friar Lawrence’ to whom he refers to as ‘father’. This is because Friar Lawrence knows more about Romeo than Lord Montague, then Romeo’s real father. Lord and Lady Montague play a lesser role in the play of Romeo and Juliet. They are not involved with their son’s life and stay ‘away’. When Romeo is having troubles, as they cannot find out the reason of his ‘grivence’, for there is a lack of communication between them. Shakespeare portrays Romeo’s parents as being scared of having a parental relationship with Romeo. Neither of them know how to approach him as they are fearful of being rejected by their emotional son. They worry for Romeo and ’pray’ he isn’t at any of the ‘frays’, which keep the two families at conflict with each other. This portrays a concern and a sense of parental care for Romeo, yet they do not know whether he was at the fray or not†¦ making the reader think that Romeo and his parents do not spend a great deal of time together. They only know that Romeo has been seen with ‘tears’ or has ‘locked’ himself in his room which is a common sign for a teenager in love. Yet his parents do not acknowledge that this is the case. Lord and Lady Montague do not pursue the affair of their troubled son, but leave it in the hands of Romeo’s good cousin Benvolio, who is determined to know of his ‘grievance’. This is a strong reason why Friar Lawrence who thinks of Romeo as his pupil, plays such a significant part in Romeo’s life; he is close by to give constellation, to be a friend and to confess unjust sins. Romeo has a great deal of respect for Friar Lawrence, therefore his opinions and ideas are greatly considered by Romeo. When Friar Lawrence thought that marrying Romeo and Juliet would ‘turn your households to rancour and pure love’, he was not thinking about Romeo’s true feelings for Juliet. Friar already has suspicions that Romeo did not love Rosaline and clearly states that ‘Young men’s love then lies, not truly in their hearts, but in their eyes’. They only good that Friar Lawrence sees in Romeo and Juliet’s relationship is the end of the two households feud. When Romeo was in need of help after he has killed Tybalt, The Friar uses his unwavering optimism to make the best of the situation and vows to stay in contact with Romeo once he has been banished, showing that Friar Lawrence is looking out for Romeo’s best interest and wants to help him stay optimistic. Both Romeo and Juliet do not confine with their parents, and they know that their love will not end the family feud. In sixteenth century Verona, a child’s duty to their parents was more than just giving respect. Parents would be in full charge of their children, and the father would overpower any argument. This is shown in Act 3. Scene 5 when Juliet is forced to marry someone she does not love. In conclusion, the distant relationships between Romeo and Juliet and their parents lead them to seek other parental care. Friar Lawrence and the nurse both cared for Romeo and Juliet’s well being and helped them whenever they could. This lead, unfortunately, to the unfortunate death of the ‘star-crossed lovers’. I believe that Shakespeare did not want his audience to feel that the families were to blame for their painful deaths. Many people have assumed that fait have played a powerful part in this play. The deaths of Romeo and Juliet taught both of the parents that life is too precious to live in a state of fear towards their enemy and especially towards their children.

Data and Information

Data and Information Data and Information Data and Information By Maeve Maddox A reader suggests addressing the difference between data and information. Both information and data are types of knowledge, a concept for which English has numerous words. The various words are used in different ways, according to context, but heres an effort to differentiate some of them. information knowledge obtained from investigation or communication. Detectives and journalists gather information. Just the facts, Mam. data [dÄ tÉ™, dÄÆ'tÉ™, dtÉ™] reliable information based on observation and record-keeping. Scientists, marketing specialists, and government agencies gather data. For a discussion of datum and data, see this DWT post on Latin plurals. fact something known to be true, or something that can be proved to be true. knowledge the condition of knowing. Knowledge is the whole package of what we have learned from the experience of living. It may or may not be factual. To my knowledge, the world is flat. Learning and erudition both indicate knowledge obtained from academic inquiry. An English professor who knows the language and literature of English and can also read Latin and a couple of modern languages can be said to have learning. The professor is learned [là »rnÄ ­d]. If the professor can also read Hebrew and ancient Greek and is well-read in several other academic disciplines, the word erudition [Ä•ryÉ™-dÄ ­shÉ™n, Ä•rÉ™-] applies. A person so steeped in learning is erudite [Ä•ryÉ™-dÄ «t, Ä•rÉ™-]. While its ok for a professor to be erudite, its not such a good thing for a poet. Many of T. S. Eliots poems are so erudite as to be pedantic. The general reader needs explanatory notes to understand them. Scholarship is often used to indicate all the learning, data, and informed opinion that exists in a certain area of study. Ex. Civil War scholarship, George Washington scholarship, motion picture scholarship. Lore is specialized knowledge above and beyond what most people know about a subject. Ex. movie lore, sports lore, computer lore. The word often suggests arcane learning. Ex. Gandalf is steeped in magical lore. Science is systematized knowledge Ex. the science of light, the science of photosynthesis. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Yours faithfully or Yours sincerely?Taser or Tazer? Tazing or Tasering?Starting a Business Letter with Dear Mr.

A Bakery in Downtown, New Delhi Essay Example | Topics and Well Written Essays - 750 words

A Bakery in Downtown, New Delhi - Essay Example The preliminary research has revealed that there are very few bakeries in the populated areas of New Delhi and hence, the competitive edge of the bakery would be its location inviting a lot of pedestrian traffic on a daily basis. The main customers of the bakery would be office going youngsters and students who like mobile food and snacks and have a preference for Western origin food more than their local origins. The initial setup cost of the bakery including the construction, rentals, machinery, raw material, etc. is around $ 76,000, which is an estimate calculated from the data of bakeries of similar capacity. New Delhi hosts majority of the Indian elite and average income people, and investing in a bakery that has numerous future prospects seems like an investment that is worthwhile. Moreover, bakery items have long changed their place from that of being luxury commodities and have now become necessities. Therefore, opening a bakery in downtown New Delhi would prove to be an extr emely profitable venture with the rising share of the bakery industry. The Gantt chart of the project shows that it would take the bakery more than two months approximately starting from research up until its launch. Project Description The objective of the project is to set up a small bakery that sells hot breads, rolls, cakes, etc. ... The bakery would host products such as freshly baked breads, rolls, muffins, various cakes, biscuits, sandwiches, and other similar bakery items. The star product of the bakery would be different kinds of hot freshly made breads baked continuously during the day as ordered. The bakery would also setup tables and chairs in its premises to provide seating facility to the customers. It would also have attractive packaging for takeaways and gifts. Market study has revealed that food business, specifically bakeries, restaurants, and other similar outlets suffer less even in the time of recession. Moreover, the business are easy to setup and not a lot of technical expertise is necessary. The revenue model of such a venture is also very simple and the risk involved is not very high, typically for investors investing in such a business. In order for a bakery to be successful, we need very few basic things: a need in the market, taste and quality in the product. New Delhi is a sophisticated c ity and majority of India’s elite is located here. Here people have the income and the resources to spend on luxuries such as eating out and spending on bakery items. In addition to this, the star product of the bakery, i.e. the freshly baked bread is not even considered a luxury anymore. It has become a necessity for every modern household’s breakfast table. Besides, a survey of the city areas where the offices and schools are located reveals that there are not many bakeries close by. Hence, a bakery that is in the middle of the daily hustle and bustle is bound to be successful, as it would get tremendous amount of attention and pedestrian traffic on a daily basis. Work Breakdown Structure WBS LEVEL WBS LEVEL 2 WBS LEVEL 3 Cost

Savior Siblings Essay Example | Topics and Well Written Essays - 1750 words

Savior Siblings - Essay Example This may involve: pursuing parenthood through adoption and foregoing conceiving children who have blood ties, applying a collaborative reproductive procedure e.g. surrogacy or donation of an egg, embryo or sperm with a parent who is free of the genetic illness being the child's genetic parent, following conception women may undertake pre natal diagnosis i.e. PND though the procedure involved has an inherent risk and also raises a challenge in the decision as to whether to terminate the a pregnancy of a fetus which is affected. PND is recognized and a number of women have continually ended pregnancies in their effort to conceive a child with no genetic illness under debate. PGD/embryo screening has the merit that it informs a woman whether her baby is affected or not with the genetic problem In question or under test during her initial stages of her pregnancy; this enables the said woman to make an informed decision as to whether to terminate or continue with the pregnancy. As such, owing to the ethical, psychological and physical reasons, PGD option is more preferred to PND/fetal screening. The initial PGD application was reported in 1989 and so far it is applied as detect quite a big number of a genetic conditions e.g. determining embryo's sex ( this have medical relevance for sex-related conditions such as hemophilia and Duchene's muscular dystrophy), identification of the single gene conditions such as spinal muscular atrophy, thalassaemia and cystic fibrosis. Human Leucocytes Antigen tissue typing together with PGD may make it certain the fact that an embryo is not affected by a severe genetic condition/s and also guarantee that the said child possibly will be a tissue-matched donor for an existing affected sibling requiring stem cell transplant. The embryo is not prone to extra risk as the equivalent biopsy carried out for PGD may be applied to check for tissue typing. Donating cord blood stem cell is not invasive, thus postnatal intervention concerning the "savior sibling" is not possible, and hence, no physical harm risk is incurred. I agree with the authority's decision of rejecting the request by the Whitaker family on the basis that it was not right to create a human life with the express intent of saving another life. There are various ethical arguments in opposition to the notion of 'saviour siblings' i.e. wrongful instrumentalization of the child, welfare of the child and slippery slope. Wrongful Instrumentalization of the Child Wrongful instrumentalization of the child is founded on the grounds that any child should be sought for his/her own sake. The concept of wrongful instrumentalization holds both the notion of choosing the character of a child and conceiving him or her so as to provide the ends of another child. The 'savior siblings' idea renders its application as a tool even though for superior ends. In case of conceivement of a savior sibling, he/she should be taken care of as a human being with his/her personal rights. It can not be accepted where the single reason for conceiving a child as a "savior sibling" is to make available a supply of stem cells that will be utilized to take care of a child on hand ( Immanuel kant pp) Welfare of the Child Welfare of the child

Trickster Tale Essay Example for Free

Trickster Tale Essay In ancient India, there used too live a Bengal tiger in the jungle of Sundarban. He was the king of the jungle. He was very cruel and used to treat his animals harshly. Once he ordered that he would not go for hunting and assigned duties to animals to provide him large quantities of hunted meat bring hunting meat on daily basis. One day, it was the turn of one rabbits, Harry, to bring hunted meat for him. He was very disappointed when his fellow, John, met him in the way. John was blessed with certain supernatural power, the power of prophesy and to see the past events. He was very sharp minded also. Due to his excessive pride in his supernatural powers and intelligence, he desired to become the king of the jungle. He used to intermingle with other animals at parties occasionally and used to propagandize against king. But his desire only remained a dream. John saw Harry as worried and gloomy. He asked the cause of his gloominess. Harry replied; ‘em! Nothing’, ‘Then why are you worried’, said John. ‘Hoon, but you can not help me’. John insisted and Harry told, â€Å"I have to hunt for king today but being a meager creature, I can not hunt an animal to provide meat to the king.†   John mocked him and said ironically, â€Å"Kill hundred thousands of ants and insects, make mince meat of them and provide that to the king. Ask him that you killed an elephant for him†. Harry started moving when John said, â€Å"Listen†¦I have an idea.† Harry turned and John said, â€Å"Leave the matter to me and I will go to the king in your place. Go and hide yourself somewhere.† They leave and John went to the King empty-handed. When King enquired what he has brought for him. He started weeping and crying. King thought that due to his little stature, he was unable to hunt. King started laughing at him and said, â€Å"Not to get worry†¦Not to get worry†¦.I am going to have your own meat for my dinner†. Harry stopped weeping and said to King, â€Å"I killed a 2000 KG elephant for you but transportation was a problem. And when I arranged that, another Lion came in the way and warned me that it is for him. I was left with no option †¦Ã¢â‚¬ ¦..I came empty handed.† King became furious at this and asked him to lead that way. John led the king to the well and asked him that other lion lived in this well. When King looked down in the well, he saw his own reflection in the water of the well. He took it as the other lion. As he was furious, he jumped into the well and drowned. He started shouting aloud. When other animals gathered around him, He said that Harry has thrown king into the well and has escaped. He further informed that while King was taking his last breathe, he appointed him the new king. By using his supernatural power, he showed animals where Harry was hiding. Furious animals went there and killed Harry without seeking explanation. John was appointed king. Although his lust for power and wealth was unlimited but he did not harmed his animals. He served his animals by using his intelligence and supernatural powers. One day, Powell, a donkey came to him and asked that his daughter was missing. John used his prophetic powers to know the location of his daughter. He found that Powell’s daughter has been abducted by neighboring jungle kingdom. This provided him to prepare his people against that kingdom. His real motive was not to get free Powell’s daughter but to capture the wealth of that kingdom. He attacked with full force. Kings of the neighboring jungle was quite of the greediness of John. So he prepared a deep ditch and covered with a jewels and gold. When John saw abundance of wealth, he jumped over it and was thrown into the ditch. Armed animals bruised him with their arms. When he was taking his breathe, he realized that positions gained through wrong means had no permanence and greed only brings misfortune.

The First Globe Theater :: essays research papers

The First Globe Theater The Globe Theater was built around 1598 in London’s Bankside district. It was one of four major theaters in the area - the others were the Swan, the Rose, and the Hope. It was an open air octagonal amphitheater that could seat up to 3, 000 spectators. The theater was three stories high, with a diameter of approximately 100 feet. The rectangular stage platform on which the plays were performed was nearly 43 feet wide and 28 feet deep. The staging area housed trap doors in its floorings and primitive rigging overhead for various stage effects. The original Globe theater was constructed by the Lord Chamberlain’s men, the acting group to which Shakespeare belonged. Before the Globe was constructed, they performed at the Blackfriar Theater in the heart of London. But having a theater in the heart of London was a bad idea because the plague caused frequent closings. After a year of closure due to the plague, the company stripped the Blackfriar to its foundation and moved the materials across the river to the Bankside. There, they proceeded to build the Globe. Their decision to do this stirred up some controversy because the Blackfriar was leased to the Lord Chamberlain’s Men. The owner, who had been away from London at the time that this was happening, filed a lawsuit against the company. But the company won the case and the theater. The Globe was destroyed by fire in 1613 when , during a production of Henry VIII, a cannon was fired above the stage to signal some important business of the play. The wadding that stuffed the cannon, which was some form of heavy cloth, was ignited by the explosion and shot up out of the auditorium and landed on the dry thatch roof. The straw caught fire and in only minutes the entire building was consumed in flame. But amazingly, not one person was killed. Here is the first verse from a sonnet about the fire that destroyed the Globe Theater- â€Å"A tearful fire began above, A wonder strange and true, And to the stagehouse did remove, As rouns as tailor’s chew; And burnt down both beam and snag And did not spare the silken flag, O sorrow, pitiful sorrow, And yet all this true.† The second Globe theater, which was rebuilt to be the most expensive and complicated in England ever built, was completed before Shakespeare’s death in 1616.

We have decided to investigate the land use patterns in a Central Business District (CBD)

We have decided to investigate the land use patterns in a Central Business District (CBD). The location that we chose for this study was central Croydon. Croydon is a suburban town with a population of just over 330000, to be precise 330688, according to 2002 Census. Central Croydon is located in Outer London in the borough of Croydon, though it used to be a Surry Urban District. It is approximately 9.5miles south of London. It is surrounded by numerous other towns located in the London Borough of Croydon, for instance Norbury which is just North from Central Croydon, Purley which is just South-West of it and a handful other small towns which are illustrated in Figure 1 below. With over 2.5 million sq. ft of retail space, Croydon is one of the principal shopping centres South of London. Figure 1 It is likely that the placement of Croydon's CBD, conforms to a specific urban model, which was produced to generalize the patterns of urban land use found in cities. The models in question are the Burgess and Hoyt models, illustrated below (Figure 2). CBD's are a characteristic in all towns and cities. It is the part of the city where most business is conducted. The Central Business District (CBD) is generally located in the centre of a town or city with all route ways leading to it, making it the most accessible place in the city. As a result, it is the most intensively used part of the city and consequently, competition for space to conduct business is great; therefore land values are high and only large businesses can locate there. This is why no houses can locate there. 2 One of my aims in this study is to investigate test how accurately Croydon's CBD corresponds to the core-frame model of CBD's, which indicates the layout of various different land uses within a CBD. (see Figure 3 below) According to this model, department stores, specialist shops, banks, and high rise office blocks are found in the core (centre) of the CBD. In the frame (the area surrounding the core) bus and coach stations, smaller shops, theatres and cinemas, multi-storey car parks, universitys, car sales and service andrailway stations, are found her. The CBD of a city is a dynamic area going through changes; it isn't static. Cerain parts of the frame, and sometimes including the core, go through a phase of decline: closed shops, numerous charity and budget shops and a neglected appearance are features of a zone of decay. A different area of a CBD may benefit from the development of new businesses. These particular areas, called zones of improvement, are becoming spirited, more pleasant and more profitable. The condition of buildings and general appearance of the area are also progressing. Having planned where the investigation is to take place, I have constructed a list of the hypotheses I shall be analyzing; 1) Certain retail land uses will cluster e.g. Comparison shops such as ladies' clothes shops, shoe shops and jewelers, whereas others will disperse i.e. Convenience shops (newsagents) and specialist shops (camera shops). Comparison shops, for instance clothes and shoe shops, are expected to cluster so that customers are not obliged to travel very far to the next shop â€Å"comparing† prices, quality, and/or style of the goods that they have come to purchase. As these shops sell items that are usually bought rarely the shopper is willing to visit a handful of different shops before deciding where to buy the item they want. Therefore, I presume these shops will be nearby each other in order to make it easier for consumers to obtain what they are looking for. As for convenience shops, such as newsagents, general stores and corner shops, these are expected to be dispersed since their profits would suffer under the influence of competition if such stores were positioned in nearby vicinity to each other. As these stores mainly sell low-order goods, such as bread, milk, eggs etc. which are needed frequently, people are not willing to travel long distances for. Therefore, as these stores have low spheres of influence, it would be bad for business to say the least, if they were to cluster together and generate competition against one another. Like convenience shops, specialist shops, which concentrate on selling only one type of good such as cameras or arts materials, are also dispersed. This is due to the fact that they need to attract a large number of customers in order to make a profit; they need a high threshold population and they will consequently have a large sphere of influence. Another attribute similar to that of the convenience shops, is the actuality that if more than one type of the same store were located close together, they too would have to endure some rivalry. 2) Chain stores, department stores will locate in the core of the CBD, whereas smaller, privately owned businesses will locate in the frame of the CBD Chain stores and department stores are typically more successful and profitable, due to having large spheres of influence and large threshold populations to match, than those of the smaller businesses. They can therefore afford to buy land in the core where it is more often than not, more expensive. Whereas, the smaller businesses are not so well-off and are forced to set up the businesses around the frame of the CBD. 3) Pedestrian flows will be higher near the PLVI (in the core) of the CBD. In theory, as there are a greater number of stores with high sphere's of influence, such as department stores, chain store etc., it is likely that a greater number of people will be drawn to that area of the CBD than the outer frame of the CBD. As the route-focus is situated at the PLVI, that particular area is likely to be to most accessible point of the CBD, therefore attracting furthermore people there. Many companies, businesses and offices are located in the CBD, so the surrounding area outside these buildings may be busy with employees or customers entering and exiting the buildings. In Croydon's CBD there is also a large number of entertainment amenities, such as night clubs, bars, cinemas and so on, which have large spheres of influence, drawing customers from neighbouring towns that enjoy going out during evenings and weekends etc. The bars, pubs and restaurants also appeal to those who work in close vicinity to, and also within, the CBD and do not have to travel far during lunch breaks and coffee breaks. Finally, the entire CBD of Croydon is amazingly served by countless forms of transport; it is the centre of Tram networks, has at least 3 different train stations with frequent links to London and several other places, and over 50 different bus routes passing through the town every day. As a result of these services masses of people are likely to travel or pass through Croydon commuting, on their way to work, school etc., thus resulting in large numbers of individuals by bus and tram stops, train stations etc. particularly in the mornings and afternoons. 4) Environmental quality will be highest near the PLVI of the CBD in the core and become lower towards the frame. Environmental quality may be higher in a zone of improvement and lowest in a zone of decay. As shops that are mainly located near the PLVI in Croydon's CBD are usually rich, successful chain and department stores, they can afford to maintain their shops and surrounding area at a high standard. The reason for them doing this would be to attract customers, who would supposedly be impressed by perhaps the architecture and cleanliness of their buildings. In view of the fact that these stores have large spheres of influence and draw many people into Croydon, the council probably invests more time and money to keep that area to a high standard by planting trees, installing benches, hiring road sweepers etc, in order to keep the number of visitors coming into Croydon elevated. Environmental quality will obviously be higher in a zone of improvement than in a zone of decay, probably due to a number of factors such as crime and vandalism due to a lack of security, lack of funds being spent on the area by the council as it doesn't attract many people into Croydon. Also, a characteristic of zones of improvement is that the area is progressing and improving, perhaps by opening well known coffee shops such as Starbucks, Costa etc., that will bring in more trade. Also, people probably have more respect for attractive areas that have security and look pleasant, than they do for run-down, grotty areas where it is possible to get away with law-breaking and sabotage. 5) Building height will decrease with distance from the CBD In my opinion the explanation of this hypothesis is relatively straightforward. As the price of land grows more expensive in the CBD (most probably because of the prestigious, prime location in the most busy spot in the CBD), owners build on the land they already own to avoid buying more land and also to make the most of what they already own. Consequently, the further away from the CBD, the lower the building will be, for the reason that owners are able to meet the expense of increasing the amount of land the purchase, as the area is further away from the kudos and popularity of the CBD. 6) The public's general opinion of the frame of the CBD is negative and dissatisfied compared to that of the core According to the core-frame model of the CBD, the frame contains areas of a lower standard than in the core; the zone of improvement and the zone of decay. I would imagine the public's opinion of the outer CBD to be a lot lower and more downbeat than that of the PLVI, purely because the area is in worse condition and less appealing to the individuals in Croydon. As basically all of the department stores, businesses, places to eat, amenities and so forth, are located deep within the centre of the CBD there is little reason for people to visit the outer CBD which consists of little of interest or appeal. Not compared to core at any rate. There are a handful of factors that result in the frame of the CBD being less likable and attractive than the core, such as environmental quality being less than satisfactory, shops being less appealing and attractive, higher crime rates, distance from the core, being less accessible and so on. Generally speaking, I think the public would much rather visit a safe, visually pleasing,  clean, and on the whole, a higher standard area than a vandalized, potentially dangerous, run-down area.

Bosch company part-A project report Essay

1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent R&D and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: – Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: – Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: – Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: – Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: – Bosch Automotive Electronics India Private Ltd. is a 100% subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: – Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers & Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control – Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 People’s Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch – Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies & automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles & off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter & Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors & other plastic parts Starters & Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium & Twin Electrode Test Equipment & Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit & vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection & Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges & Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill & Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed & Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing & Packaging Machines C. Consumer Goods & Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn & Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management & BIS †¢Public Address & Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 & Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car & Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car & Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car & Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car & Bike India Award in â€Å"Best Auto Component Manufacturer† category. The Car & Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car & Bike Award – ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL – CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car & Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra & Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car & Bike Award – ‘Car Technology of the year’ Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 – ‘Automotive Technology of the year’’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘‘tar Performer’’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety & Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM & ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. R&D division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER – 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in R&D much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: – Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: – Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: – Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: – Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: – Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: – Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: – They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: – Put yourself in your associates’ position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you expect to hear. 9. Shape the future together: – Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: – Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd – MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (M&Ss) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS – The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: – In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility – We accept that our actions must accord with interests of society. †¢Initiative and determination – We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust – We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness – We view mutual fairness as a condition of our corporate success when dealing with each other and with or business partners. †¢Reliability, credibility, and legality – We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity – We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER – 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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Free Essays on What I Hate The Most

I was once told â€Å"some people think that holding on makes us strong but sometimes it is letting go.† I hate that I can’ let go of the past. There is always something throughout my day that brings back a memory from my past. I know it’s impossible to turn back time but sometimes I wish I could. It’s the little things that I hate like when I hear a certain song that reminds me of my ex boyfriend or when I look at pictures from sleep away camp and begin to cry because of the summers I’m missing with some of my best friends. I wish it was easy to let go of the past but it’s so hard to leave something behind that meant and still means so much to me. I hate that every time I hear a song, it somehow links my past to my present. I don’t want to forget the memories of my past but be able to let go of the impossible. I need to realize that I have to grow up and cannot keep on going to sleep away camp every summer forever. I have to accept the fact that it’s impossible to always get what I want. I know I have to take on the responsibility of a job and make money but I always wish I could turn back time to my summers back at Camp Poyntelle Lewis Village. They were the best five summers of my life. No one will ever understand my experience but going away for two months with no worries ever on my mind was the most amazing feeling in the world. I hate that every night, this being my first summer home, I thought about what my camp friends were doing in Pennsylvania while I was home in East Meadow. I will never forget the friends I made there but it’s just so hard to hear that they had the most amazing summer and I was n’t there. I hate that I missed every minute of my first summer as a counselor. I hate listening to their songs from the summer and having them talk about all of the other new counselors they met from all over the world. I hate the fact that I still think about sleep away camp knowing that I will never return. It’... Free Essays on What I Hate The Most Free Essays on What I Hate The Most I was once told â€Å"some people think that holding on makes us strong but sometimes it is letting go.† I hate that I can’ let go of the past. There is always something throughout my day that brings back a memory from my past. I know it’s impossible to turn back time but sometimes I wish I could. It’s the little things that I hate like when I hear a certain song that reminds me of my ex boyfriend or when I look at pictures from sleep away camp and begin to cry because of the summers I’m missing with some of my best friends. I wish it was easy to let go of the past but it’s so hard to leave something behind that meant and still means so much to me. I hate that every time I hear a song, it somehow links my past to my present. I don’t want to forget the memories of my past but be able to let go of the impossible. I need to realize that I have to grow up and cannot keep on going to sleep away camp every summer forever. I have to accept the fact that it’s impossible to always get what I want. I know I have to take on the responsibility of a job and make money but I always wish I could turn back time to my summers back at Camp Poyntelle Lewis Village. They were the best five summers of my life. No one will ever understand my experience but going away for two months with no worries ever on my mind was the most amazing feeling in the world. I hate that every night, this being my first summer home, I thought about what my camp friends were doing in Pennsylvania while I was home in East Meadow. I will never forget the friends I made there but it’s just so hard to hear that they had the most amazing summer and I was n’t there. I hate that I missed every minute of my first summer as a counselor. I hate listening to their songs from the summer and having them talk about all of the other new counselors they met from all over the world. I hate the fact that I still think about sleep away camp knowing that I will never return. It’...

90 Verbs Starting with Ex-

90 Verbs Starting with Ex- 90 Verbs Starting with â€Å"Ex-† 90 Verbs Starting with â€Å"Ex-† By Mark Nichol Ex- marks the spot. Go beyond, go out on a limb, go outside your comfort zone. Get some extra excitement by using these vivid verbs starting with the syllable ex-: 1. Exacerbate: to make worse 2. Exact: to call for and obtain (â€Å"exact revenge†) 3. Exaggerate: to overemphasize or overstate 4. Exalt: to glorify or intensify 5. Examine: to inspect, investigate, or scrutinize 6. Exasperate: to aggravate or enrage 7. Excavate: to remove or expose by digging or as if by digging 8. Exceed: to be greater than or to go beyond a limit or normal boundary 9. Except: to keep out or to object 10. Excerpt: to take out or select, especially writing, for other use 11. Exchange: to trade 12. Excise: to remove by cutting or as if by cutting 13. Excite: to arouse or stimulate 14. Exclaim: to cry out passionately or vehemently 15. Exclude: to bar, or to prevent entrance or inclusion 16. Excogitate: to devise 17. Excommunicate: to bar from membership 18. Excoriate: to abrade or censure 19. Excrete: to discharge or eliminate 20. Excruciate: to torture 21. Exculpate: to clear of blame or fault 22. Excuse: to forgive or remove blame from or to justify or make an apology for 23. Execrate: to denounce 24. Execute: to carry out or perform 25. Exemplify: to embody or make an example of 26. Exempt: to set apart or release from a requirement 27. Exenterate: to disembowel 28. Exercise: to practice, train, or put to use 29. Exert: to put forth effort 30. Exfoliate: to cast off or remove 31. Exhale: to breathe out 32. Exhaust: to wear out 33. Exhibit: to show or demonstrate 34. Exhilarate: to refresh or stimulate 35. Exhort: to appeal to or to warn 36. Exhume: to disinter or to rectify neglect 37. Exile: to drive out 37. Exist: to continue to be or to have being 39. Exit: to go out 40. Exonerate: to reverse an accusation 41. Exorcise: to get rid of an evil spirit or something troublesome 42. Expand: to enlarge or spread 43. Expatiate: to wander, or to communicate at length 44. Expatriate: to banish, or to withdraw from residence or allegiance 45. Expect: to await or to suppose 46. Expectorate: to discharge or spit 47. Expedite: to cause to occur quickly, or to dispatch or issue 48. Expel: to eject 49. Expend: to spend, use up, or utilize 50. Experience: to learn or sense by direct participation or observation, or to undergo 51. Experiment: to test or try 52. Expiate: to absolve of guilt, or to make amends 53. Expire: to conclude or die, or to breath out 54. Explain: to make something known or understood or demonstrate knowledge or understanding 55. Explicate: to describe or analyze 56. Explode: to burst or give forth, or suddenly accelerate or increase 57. Exploit: to utilize, or to take advantage of knowledge 58. Explore: to analyze, investigate, or study, or to test or travel 59. Export: to carry, remove, or send 60. Expose: to make known, to show, or to subject to the elements or to view 61. Exposit: see expound 62. Expostulate: to discuss or examine 63. Expound: to argue, comment, or state 64. Express: to force out, to show, or to symbolize, or to offer feelings or opinions or to perform in order to demonstrate artistry and/or communicate creative material 65. Expropriate: to deprive of property or take another’s property for one’s own 66. Expulse: see expel 67. Expunge: to destroy or to strike out 68. Expurgate: to remove something objectionable 69. Exscind: to cut off or out 70. Exsert: to throw out 71. Exsiccate: to dry 72. Extemporize: to improvise 73. Extend: to put or send out 74. Extenuate: to mitigate or to reduce strength or effect 75. Exteriorize: to bring out from inside (as in surgery) 76. Exterminate: to get rid of or kill 77. Externalize: to rationalize, or to make manifest 78. Extinguish: to eclipse, nullify, or quench 79. Extirpate: to cut out, destroy, or uproot 80. Extol: to glorify or praise 81. Extort: to wring from, to obtain from by argument or intimidation 82. Extract: to draw out, remove, or select 83. Extradite: to deliver a fugitive from one jurisdiction to another 84. Extrapolate: to infer, expand on, or predict 85. Extravasate: to cause to escape, or to force out (as in surgery) 86. Extricate: to free or remove from difficulty, or to distinguish from 87. Extrude: to press or push out, or to shape 88. Exuberate: to demonstrate unrestrained joy 89. Exude: to diffuse or spread out, or to display obviously 90. Exult: to rejoice Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:10 Grammar Mistakes You Should Avoid"Have" vs "Having" in Certain Expressions50 Words with Alternative Spellings

Risk assessment and management in Forensic mental health Essay

Risk assessment and management in Forensic mental health - Essay Example Each of these has its own merit and used together, they can render a judgment that is more accurate than using only one method. Risk for a mental health patient generally means an assessment of whether the individual will become violent against themselves or against others. In one respect, a clinician can only make judgments about an individual based on what they have observed or what the assessment tool tells them. Unfortunately, the individual may be able to get through evaluations and still have an episode of violence. This is one of the reasons why Carroll (2007) suggests that more formalized instruments for assessing risk should be used instead of relying on programs that are developed locally. The reason this is important is because locally devised programs are often lacking in validity and reliability. Carroll points out however, that using more than one source for assessing risk is very important. Professional Judgement Laureau suggests that although structured professional j udgment is used by many people, there are times when the decision must include other assessment instruments, especially when an individual has a secondary problem. In this case, the individual was Bipolar and it was found that although the professional judgement of the psychiatrist was that the individual was able to go out into the community, the fact remained that he had killed two people during a manic phase. In this situation, when the individual went to trial, it was determined (through emotional evidence by the prosecutors) that the individual should not be released, even though he was gong to be released into a community program. This information seems to indicate that if there had been more than one assessment, which looked at several issues for this particular individual, there may have been a different ruling. Unstructured professional often comes under scrutiny because it is based on a clinician's intuition and therapeutic experience with the incarcerated individual. It u ses psychiatric evaluation, clinical notes and the personal experience of the person evaluating the individual. This type of assessment is still used today, although it may be the least reliable (Gowensmith, n.d.). Structured professional judgement has a combination of static and dynamic information, is flexible, and allows different scenarios to be developed. Bottom line on this is to answer the question of whether the individual is going to be safe to be released, and it has a 70% change of being correct (Gowensmith, n.d.). In addition, Bouch and Marshall (2005) suggest that structured professional judgement is useful because it supports evidence-based practice and it also is useful in "increasing the transparency of decision making for the purposes of clinical governance" (p. 85). This suggests that professional judgement is very useful, but in conjunction with other types of risk assessment. Assessment Tools There are many assessment tools that some clinicians use in order to cr eate an understanding of risk management. The PCL-R (Psychopathy Checklist: Screening Version-Revised) is a 20 item assessment that according to Buchanan (2009) score items like alcohol abuse, separation from parents before the age of 16 and whether the individual failed on other release attempts. This seems to be a rather harsh instrument that may or may not allow for an individual to improve over time. This instrument also