Big Industries Essay Example for Free

Big Industries Essay Many things that happened in history had a major impact on the world, especially when the development of big industries came about. Such things as Go-Getters, people credited for bringing the country together, and railroads, which interconnected things, all helped begin the Industrial Revolution. It was started mainly in Western Europe- England. One of the greatest things established was the Transcontinental Railroad in 1869, which made it easier to travel ocean to ocean from a month, to a week. The only problem was that there was no way to tell the exact time of departure and arrival. People counted on the sun, which was not most accurate. After a while, people relied on Philadelphia time, which still had its defaults. Shortly after, men were sent to go fix the problem, and in 1883, at noon, everyone set to Standard Time, (One of 4 time zones. ) This made it easier for people who used the train as transportation, to know the exact times of departure and arrival. Another development involved in railroad transportation was the invention of, Standard Gauge, created by George Stevenson. This was a gauge set at 4 feet, 8. 5 inches, that showed how far apart rails had to be from each other. By 1869, the Transcontinental Railroad was completed in standard gauge. The South changed over to it as well in 1886, and the entire nation used it. Later on, a Go-Getter named Rockefellar, made his fortune through oil. He organized companies into pools, where all prices were the same, and there was no competition. He made it so that there was no conspiracy, which was anything that involved different prices. He built a company, known as the Trustee, which controlled all the businesses. The first trust, was called Standard Oil. Two other Go-Getters were Morgan and Carnegie. Morgan was a rich organizer who bought all bankrupted companies, and Carnegie was poor, but made money in grain trading. Shortly after, he moved into the steel industry. In 1900, he made 25 million dollars in the steel business. Morgan offered to buy his steel business for 420-480 billion dollars, and soon after, he produced 60% of the countries steel. When rock oil came along, it changed the world. A man named Bissell opened a rock oil company in Western Pennsylvania. This company was used for medicinal purposes; it was not a moneymaker. He gave a Yale professor named Ben Sillimah, 500 dollars to figure out what to do with it. He figured out that if the oil was distilled, it could operate better than kerosene used as a lubricant. Their problem was getting oil, because it could only be found in lakes, so Bissell sent Edwin Drake to find another way to drill for oil. He stopped in Titusville, and found a man named Uncle Billy Smith to drill for him. It took him 3 months to get 70 feet below the surface. One day, he found oil, and it began the oil rush. Pennsylvania became an oil field. Rockefellar started his business in Cleveland, Ohio. He bought his first oil refinery in 1865. He went to a railroad company and said that he needed to transport barrels of oil, and if they did not help him with the expensive price to do so, he would go to another company to help him, and make them bankrupt. They agreed, and gave him a rebate. After that, he went to a little company and told them to sell their company to him, but they gave him practically nothing. Soon after, he built his own pipeline, where he manufactured oil lamps, and sold it to the Chinese. The oil industry grew and exploded when automobiles were invented. Between the years of 1860 and 1910, 23 million people immigrated from Europe. In 1860, the government passed a law, making a 10-hour workday for every worker, but no one went around enforcing it. People usually worked 12 hours. In 1868, an 8-hour workday law was passed, but it only applied to government work. Usually people got paid in piecework, which was that they would get paid for the amount of products they made. This was favorable for young people. Later on, a man named Fredrick Taylor developed Efficiency Work. In 1881, he examined the factories and everyones job, and put they into tasks. He put a time on each part of the task, which meant that they could not do as they pleased and everything was a on a time scale. There was also a product/craftsmen relationship. Workers were seen as machines. They worked in a strict environment. There was much noise, poor ventilation, and poor lighting. In 1882, there were up to 675 people killed a week. Woman also worked, but had poorer jobs, and poorer pay. They had simple task jobs, such as sewing. There was no room for advancement. In 1890, the U. S. conducted a census. 9% of the population owned 75% of the wealth. This caused resentment against workers. Cooperation instead of competition began in Europe in 1830. Karl Marx wrote a communist manifesto. Most people turned to trade unions. In 1837, a panic came about, and it was a year of depression. After the Civil War, unions came about more. They provided for members during hard times. In the 1860s and 1870s unions began to nationalize. In 1869, the Knights of Labor erupted. It organized many different groups, such as farmers, factory workers, office workers- skilled and unskilled, and African Americans. Many members believed in strikes, and won the strike against a railroad company, which boosted membership to over 700,000. It controlled money, votes, and fields of work. This was called the American Federation of Labor. A man named Samuel Gompers took people of one skill, and broke them down into specific areas. In 1892, he gained 250,000 members, but women and Africans were excluded. They felt that women took away bargaining power from the union. Employees working in a factory believed in collective bargaining, which instead of one person doing the same thing at a time to negotiate demands, one did everything for all. They tried to get closed shops, which was a place where you had to join the union to work there. Employers believed in forbidding meetings, and firing union organizers. They made workers promise to not join the unions, and refused to recognize union representatives. They thought that workers most powerful tool was a strike, which was a risk to ones entire life. In 1877, B O Railroad spread across the entire country, and demanded better working conditions and better pay. In 1892, the Homestead Strike was developed in Homestead, Pennsylvania. The Pinkertons were called upon to break up union strikes. The last of the great strikes was Pullmans Strike. Pullman was a train/car maker, who built for his workers. In 1894, he laid-off and cut wages, which made people very angry. His workers went to protest, so he fired 3 out of 5 of them. The strike spread throughout the country, so employers turned to the government and President Grover Cleveland for help. All laborers had to go back to work by the force of troops that had been sent. This started a trend so that whenever workers went on strike, owners could go to the federal government for help. A man named Thomas Edison, who started out in a city to improve technology for the stock ticker, received a bonus of 40,000 dollars, and left to open a business in New Jersey. He invented many things, but his favorite of them all was the Phonograph. He invented the light bulb with the help of Lewis Latimer, and hooked up New York City buildings to a power plant. By 1890, power plants were everywhere. He came up with a direct current, that went only 1 mile, but a man named Westinghouse had made a current that was alternating, and was a transformer. By 1898, there were 3,000 power stations powering over 2 million light bulbs. The affects that it had on daily lives were the birth of appliances, such as the refrigerator, and jobs were created. The development of the Industrial Revolution changed many things, and helped a good portion of them. Americans lives were made easier, and the good that it brought out is still used today. Great accomplishments will continue to occur, and make history such as the big explosion of the development of big industries.

Essay on Human Resource Management in Kentucky Fried Chicken

Essay on Human Resource Management in Kentucky Fried Chicken Kentucky Fried Chicken is the largest fast food chicken operator, and franchiser in the world. Colonel Sanders has become a world-known figure by marketing his finger lickin good fried chicken. The restaurants cover a large percentage of the United States market in terms of sales. Every day, millions of diners are served at KFC, featuring the Colonels finger lickin good special recipe fried chicken. (About us) KFC knows that their employees are at the center of their success. Developing a successful employee training program and effective retention strategies will determine the success of the company and whether the company can deliver a more consistent customer experience. The KFC Corporation is based in Louisville, Kentucky and was founded by Harland Sanders in 1932. Sanders was born on a farm in Indiana in the 1890s. Following the death of his father in 1896, Sanders mother was forced to work two jobs to support the family. In order to help his mother, Sanders learned to cook for his brother and sister at the young age of six. By the age of fifteen he had worked a variety of jobs, including painter and railroad fireman. In 1920 Sanders opened a gas station in Corbin, Kentucky and he began to cook for his family and the occasional customer in a back room of the service station. It was then that he invented whats called home meal replacement selling complete meals to busy, time-strapped families. He called it, Sunday Dinner, Seven Days a Week' (Colonel Harland Sanders). Sanders enjoyed cooking the food his mother had taught him for travelers. Rather than coming in for service for their cars, people began coming in specifically for his food. Demand for his cooking rose and eventually he expanded his up and coming business by moving across the street to a facility with a restaurant, a motel, and a gas station. The restaurant was named Sanders Court Cafà © and was so successful that in 1935 the Governor granted Sanders the title of honorable Kentucky Colonel in recognition of his contribution to the states cuisine. (KFC Corporation) Colonel Sanders was always experimenting with his food at his restaurant. He originally prepared his chicken in an iron skillet, which took an average of thirty minutes to do, which was to long for restaurant operations. During the late 1930s the Colonel went to a demonstration of a new gizmo, the pressure cooker. He purchased a pressure cooker and made a few adjustments. After a lot of experimenting with cooking time, pressure, shortening temperature and level, Eureka! The Colonel had found a way to fry chicken quickly, under pressure, and come out with the best chicken hed ever tasted, and what weve come to know as Kentucky Fried Chicken was born (The pressure cooker). On a daily basis more than twelve million diners visit a KFC restaurant on 109 countries and territories around the world. (About us) KFCs product specialty is fried chicken that is served in various forms and is made with the Original Recipe. KFC standards for quality start with the use of the famous bucket. The paper bucket is used for its large sized orders and helps to keep the chicken crispy by wicking away moisture. The Original Recipe, which remains a trade secret, is made from a blend of eleven herbs and spices that Colonel Sanders was able to perfect. Portions of the secret recipe are mixed in different parts of the United States but the complete hand written copy is kept in a vault at the corporate headquarters. Nutrition has been a big concern for KFC because its main products are fried. In recent years KFC has made changes and now offers a variety of menu items that are low in fat for customers that prefer lower calorie choices. To assist customers, KFC has posted a nutrition guide on their website providing customers detailed information about their ingredient choices and nutrition values. They have al so introduced grilled items that offer fewer fat grams and less sodium than the Original Recipe, all without sacrificing the great taste of KFC products. (Nutrition) KFCs training and development strategies focus on effective management and building customer relations, as well as providing high quality products, and maintaining cleanliness of their restaurant. In the beginning, the companys strategies were not very successful. The company has made changes to its strategy by focusing on giving more career opportunities for people related to business, management, and other professional area of study. The principle development and training strategies are as follows: 1) Urge the employees to get closer to the customer by adopting a very friendly behavior to them to make decisions from market back. So the first principle is to create the customer focus goal. 2) The firm also keeps in touch with the latest trends and changing technological innovations for its market and to keep a continuous change as a way of life. Adding new ideas and taste in its meals, making more deals for attracting the customers and many other small policies are adopted for this purpose. 3) Market orientation was another area of priority by the management team to generate extra effectiveness in the global market. A friendly atmosphere with the customers is very important to give them confidence for putting their suggestions in the suggestion box for getting an idea of the likes and dislikes of their valuable customers. 4) The management team communicates very effectively and learns how to create an innovative atmosphere and a better understanding with the various cultures of the globe. As people belonging in different areas and cultures have different taste. So the main principle here is not to create a strong uniform brand image but also to serve the best interest of different customers in different locations. 5) Making a market plan and providing effective training to the employees is also an important strategy for the development of the corporation in overseas locations. While training and educating the employees, human resource planning, reward system and cultural definitions were given for international operations to the management team, which further hired and trained new staff from the local countries where the new branch is to establish. This also improves international political economic relations as opening new markets in outside country and ensuring new jobs facilities for the nationals of that country played a very important role in building customer relations and getting into the cultural taste of the natives. (Training and Development Strategies) Historically, the fast food industry has not been seen as the most effective way to build a career, especially for those individuals that are starting at the bottom of the ladder. KFC is working hard to overcome this perception. During the late 1990s, KFC launched a new employee incentive program as part of a three million dollar reorganization of its corporate field operations. The program was intended to show general managers that they play an essential role in the success or failure of KFC. The managers were taken to the corporate headquarters for three days of meetings and seminars. The company believed that a great way to develop great teams is to focus on the restaurant leaders. The changes stemmed from a survey that was conducted and revealed that managers wanted more support from corporate headquarters, they want to know that they are valued' (KFC initiates). The new program emphasized on developing a closer relationship with individual stores and a stronger focus on training and hiring practices, all with the intent of providing better customer service and a better working environment that will reduce turnovers. Jackie Trujillo, chairman of Harman Management, said, They are right on target, if you are going to succeed in this industry, you have got to get people to buy into the program, because who waits on customers? Where does everything happen? If you dont have everybody buying into that, youre not going to make everyone happy' (KFC initiates). For 2010, KFC has again refocused its corporate goals and is now putting special efforts on making their employees feel valued. This is apparent in the way employees treat each other, and is also accomplished through the companys reward package. The program offers all employees bonuses through a variety of schemes. The employees are rated in two performance measures, customer satisfaction and operational basics. The bonuses are also based on sales made as a restaurant and are paid in form of retail vouchers, with some vouchers valued at over $400.00 per employee each quarter. The bonuses are meant to create energy and encourage employee engagement with the goals of the restaurant. Managers and senior staffs can also earn cash bonuses depending on how they score on a balance scorecard. Misty Reich, vice-president HR at KFC UK and Ireland, says: the aim is to use the bonuses to create an ownership mentality among KFC employees (KFC keeps staff). KFC also considers career progression wi thin the company to depend on the bonuses offered. By conducting in-depth review of the restaurants staffs twice a year, the company can decide which of them has the ability to move forward in the organization. (KFC keeps staff) In order to generate profits and achieve long term success, businesses need to build a workplace that attracts, engages, and retains the best employees. A company culture describes how an employee thinks and feels about the company. It effects how employees respond and handle themselves in the work place. At KFC the company culture is a result of the companys vision and values. Our aim is to put a smile on peoples faces around the world and gives every customer a special experience on each occasion (Human resources). These values are as follows: 1) Believe in all people: We trust in positive intentions and believe everyone has the potential to make a difference. We actively seek diversity in others to expand our thinking and make the best decision. We coach and support every individual to grow to their full capability. 2) We are customer maniacs: Customers rule. Every customer sees it, feels it and knows it in every restaurant. We make sure we have great Restaurant General Managers who build great teams. 100% CHAMPS with a Yes Attitude is the expectation. 3) Go for breakthrough: We begin by asking ourselves What can I do NOW to get breakthrough results in my piece of Yum! Our intentionality drives step change thinking. We imagine how big something can be and work future-back, going full out with positive energy and personal accountability to make it happen. 4) Build know how: We grow by being avid learners, pursuing knowledge and best practice inside and outside our company. We seek truth over harmony every step of the way. We consistently drive outstanding execution by scaling our learning into process and tools around what matters most. Breakthroughs come when we get people with knowledge thinking creatively. 5) Take the hill teamwork: We team together to drive action versus activity. We discuss the un-discussable, always promoting healthy debate and healthy decisions. Our relationships allow us to ask the earth of each other. We make specific verbal contracts to get big things done with urgency and excellence. 6) Recognize! Recognize! Recognize: We attract and retain the best people and inspire greatness by being world famous for recognition. We love celebrating the achievement of others and have lots of fun doing it! (Human resources) Building employee capability is an important strategy at KFC. A company is only as good as its employees and KFC believes that their employees should be rewarded for the dedication and large portions of their lives they invest into the company. At KFC all employees receive initial training which covers food safety, business familiarization and online testing. The elements of the training are web based and virtual reality classrooms that are used to develop champions. After commencing employment team members continue to further their training through a program called CHAMPS. CHAMPS stand for the six universal areas of customer expectations: Cleanliness, Hospitality, Accuracy, Maintenance, Product quality, and Speed. The training is both face to face and web based. The web based program provides consistent and up-to-date information. The face to face program provides opportunity for cross-training within the restaurant so that employees continue to develop new skills. The blended train ing is estimated to require 41% less hours per learner than in-restaurant training programs. (Human resources) KFC has grown to be the largest quick service restaurant and has been proven to be a successful business enterprise with more than 11,000 restaurants in 109 countries around the world. (About us) KFC understand that their employees are at the center of their success. Through structured employee training and effective retention strategies the company can deliver a more consistent customer experience. The training, development, and retention of the right people are the key ingredients to the secret recipe that result in the long term success of KFC.

Effects of Enhanced CO2 on Tropical Forest Growth

Effects of Enhanced CO2 on Tropical Forest Growth James P. Smith Effects of enhanced atmospheric CO2 concentrations on tropical forest growth: experimental studies and interactions with nutrients, light, water and temperature Abstract (150 words) Introduction (300 words) Approximately 90% of earth’s 652Gt terrestrial biomass carbon is locked up in forests. Tropical and subtropical forests store 340Gt carbon; or ~52%; but only make up 13% of total forested area (table 1). Achard et al (2002) estimated 1Gt/yr carbon losses, through activities such as deforestation and clearance for agriculture (Geist et al, 2002). All terrestrial plants have become exposed to increasing atmospheric CO2 concentrations, as part of global change. This has changed from 180ppm 18ka (Petit et al, 1999) to 390ppm today, by degassing from oceans and fossil C burning (Crowley et al, 2001). Increased CO2 could stimulate photosynthesis, raising plant productivity. This can have a role in storing more carbon and mitigate the atmospheric rise in CO2 concentrations (Beedlow et al, 2004). Table 1: Areal extent, carbon storage and net primary productivity of earth’s major biomes (from Roy et al, 2001). Figure 1 demonstrates CO2 enters plants at the source (leaf); where it becomes photoassimilated to produce carbon sugars; which are transported around the plant to carbon sinks; for different processes such as structural growth, metabolism and export. Sugars can also be stored as reserves in the form of NSCs (non-structural carbohydrates). CO2 is lost through respiration, herbivory and litter production and decomposition (Korner, 2003a). Figure 1: CO2 pools and fluxes in plants, as well as source-sink interactions (modified from Korner, 2003a). The aim of the review is to evaluate research on the effects of enhanced CO2 on tropical forest growth. This will be achieved by looking at experimental studies, as well as the effects of enhanced CO2 on the limiting factors of nutrients, light, water supply and temperature. I will be reviewing literature from 1999-2013. Experimental studies There have been few experimental studies of the effects of enhanced CO2 on plant growth in tropical forests in relatively natural conditions (ambient climate, natural soil and inter and intra-species competition). Two studies using a canopy crane in a tropical dry forest in Panama was used to assess the effects of enhanced CO2 on canopy tree leaves. Over a 40 week period Lovelock et al (1999) measured responses of leaf and branchlets of a single tree species. Photosynthesis rates increased 30% with enhanced CO2. However, no increases in biomass occurred (reproductive organs and foliage). Branchlet TNC (total non-structural carbohydrates) increased 20%, inferring localized carbon saturation. Wurth et al (1998a) found stronger TNC increases (41-61%), upon exposing canopy leaves of four tree species to enhanced CO2, in situ. Wurth et al (1998b) planted seedlings of five local species (tree, shrubs and grass) in the understorey of a closed Panamanian forest. These were grown over a 15 mo nth period, in which 50% were in ambient CO2 and 50% in elevated. All species showed significant seedling growth under elevated CO2, but decreased as understorey light levels increased, and inter-species variation was apparent. Again TNC levels increased under enhanced CO2. One experiment has studied communities of tropical trees, which have been outplanted in natural soil and subjected to elevated CO2. Lovelock et al (1998) grew groups of ten tree species at ambient and elevated CO2 in open-top chambers at the forest margin in Panama. Over six months, there was no enhancement in biomass accumulation. There were also reductions in leaf area index, increased photosynthesis rates and increased nitrogen: carbon ratios. Response was species-specific, but late-successional species were less sensitive than pioneer and midsuccessional species. Table 2: Comparison of mean TNC concentrations (% dry weight) across four studies under ambient and elevated CO2 concentrations. From table 2, it is clear that all four studies mentioned showed increased mean TNC concentrations when exposed to elevated CO2. Despite the increases, this does not necessarily mean TNCs from carbon sources are being transported to carbon sinks, into plant biomass for growth. They include carbohydrates, sugar alcohols, organic acids and lipids, and represents carbon reserves or stores, for future use on demand (Korner, 2003a). So, photosynthesis rates may increase under elevated CO2, producing more TNCs, but may not be used in plant growth, unless needed. Figure 2: Variation in mean concentration of TNC with height in two wet and dry seasons (from Wurth et al, 1998a). Wurth et al (1998a) also compared TNC concentrations, exposed to elevated CO2, with height from canopy height to roots, between wet and dry seasons (figure 2). They found TNC to increase in all plant compartments during the dry season. The TNC again not incorporated into structural growth, because growth was directly limited by dry conditions, and not photosynthesis. More TNC was being stored in reserves. In the wet season, TNC pools reduced, coinciding with resumed tree growth and new leaf production. They inferred TNC concentrations were controlled by moisture availability, in agreement with another study in the area (Newell et al, 2002). On the other hand, Korner and Wurth (1996) found TNC to increase significantly in both dry and wet seasons. This infers plants have a store of carbon, and can mobilize it when needed for growth. To further the understanding of increasing CO2 on tropical forest growth, more and longer-term experiments are needed. Arnone (1996) and Korner (1998) criticize these experiments, as they cannot be scaled up to actual forest size; use only small plants; have a higher than normal nutrient supply; absence of competition; and key processes; such as herbivory and effects of pathogens. CO2-nutrient interactions Nitrogen is commonly seen as the main limiting nutrient of tree CO2 responses (Finzi et al, 2006). However, although this is theoretically an unlimited resource (atmospheric), provided N fixation balances N losses through processes such as N20 losses or leaching (Korner, 2009). Litter mineralization is the predominate source of N in forests. All other nutrients are in limited supply in a given area, with older, more weathered (humid tropics) soils making these nutrients much more limiting to plant growth (Bergametti et al, 1998). Enhanced CO2 can accelerate the rate of symbiotic N fixation, as demonstrated by Tissue et al (1997). Seeds of fast-growing woody legumes from a seasonal tropical forest in Costa Rica were inoculated with N2 fixing Rhizobium bacteria and grown in greenhouses for ~70 days, exposed to ambient (35Pa) and elevated (70Pa) CO2 levels. Seedlings were watered adequately with N-free water solution. Under elevated CO2, photosynthesis rates increased by 49%, compared to those exposed to ambient CO2. As a result growth in elevated CO2 increased 36%. Figure 3 illustrates this, with total plant biomass growing 84% under elevated CO2. Greater rates of photosynthesis mean greater quantities of carbon are transported to the nodules. More carbon supplied to nodules means specific nitrogenase activity (SNA); that is N-fixing enzyme activity; is increased; more energy is available to power the fixation process. Thus a greater proportion of nitrogen is fixed by the legumes and incorporated into the plant for biomass accumulation and growth. Figure 4 shows this clearly, with increases in N content across all parts of the plant. Figures 3 4: Dry weight biomass (gDW) of whole plant, as well as different areas of the plant (left). N content (mg) of whole plant, and different sections of plant (right). (From Tissue et al, 1997). Although there is a high abundance of nitrogen, and fixing increases under CO2 levels, Pons et al (2007) inferred N-fixation is also strongly limited by phosphorus availability, and is absorbed by trees much more efficiently than N (Medina and Cuevas, 1994; Herbert and Fownes, 1995). Pons et al (2007) measured N and P concentration changes in leaves of leguminous plants, in different soil types, in a tropical forest in Guyana. From table 3, general increases in N and P led to positive accumulations of N in leaves. They inferred increases in phosphorus were the main cause for increasing N-fixation, with increasing N concentrations having negligible effect. Contrary to Tissue et al (1997)’s findings, Houlton et al (2008) found N fixation to be less prominent in tropical forests. Pons et al (2007) approximated 6% of total N uptake by trees in Guyana was by N-fixation, and only ~50% legumes used the symbiotic pathway. Nardoto et al (2008) found near negligible N-fixation levels in legumes in Amazonia. Thus, nitrogen is unlikely to majorly constrain C-fixation in tropical forests, but phosphorus is more likely to (Martinelli et al, 1999). Table 3: Phosphorus and nitrogen concentrations in five different soil types, and their affect on N-fixation rates by N contents in leaves (Modified from Pons et al, 2007). Studies in tropical forests in Panama provided clear evidence that trees grown in close proximity to their natural habitat, under elevated CO2, within original soils and under local climatic conditions, exhibited accelerated growth rates when soils were enriched with mineral nutrients (Winter and Lovelock, 1999; Winter et al, 2001; table 4). In the absence of fertilizer there was no significant change in growth rate under elevated CO2 (Lovelock et al, 1998; Winter et al, 2000). No major changes in growth rates were found again were found by Korner and Arnone (1992) and Arnone and Korner (1995). Table 4: The effect of fertilizer/absence of fertilizer application on biomass accumulation for tropical plants under elevated CO2. Clearly the effects of elevated CO2 on have caused mixed responses from different studies. In some studies, greater photosynthesis rates led to increased carbon supply to allow accelerated N-fixation for biomass growth. Other studies highlighted the greater importance of phosphorus in regulating N-fixation and biomass accumulation. Plants grown in the absence of nutrients consistently showed minimal to no change in growth rates, opposed to increasing biomass with those that were enriched with mineral nutrients. CO2-light interactions It is known that shaded plant growth rates are limited by light and CO2. Illuminating plants will lead to accelerated growth, by forest canopy thinning or removal. As enhanced CO2 increases light use efficiency and decreases the light compensation point within the leaf, stimulation by enhanced CO2 in shaded areas can be seen to be similar to canopy thinning or illumination (Long and Drake, 1991). The effect of elevated CO2 on tropical plants grown in deep shade can be significant and can possibly exceed effects grown under horticultural conditions under full light (Korner, 2009). Wurth (1998a) exposed seedlings on the forest floor to ~700ppm CO2 under extremely low light levels (~11ÃŽ ¼mol photons m-2s-1). Tree seedlings grew 25-44% and shrub seedlings grew 59-76%. Lovelock et al (1996) observed similar results of mycorrhizal growth of tree seedlings, although P supply may have had an influence. Thus elevated CO2 promotes expansion into shaded areas. As expressed, as most tree seedlings wait to exploit an opening in the canopy, lianas employ a different strategy. Lianas are situated in deep shade and aim to occupy maximal space, but with minimal structural investment (Korner, 2009). Elevated CO2 increases the probability of lianas reaching the upper canopy. Granados and Korner (2002) studied biomass and growth rates for three liana species; simulated in a tropical understorey environment with seed and soil from Yucatan; under high and low light levels; and under ambient and elevated CO2 levels. From figures 5-7 it is apparent that liana biomass increases at higher light levels for all three species. However, liana growth rate is much larger at lower light levels (up to +249%), opposed to higher light levels (up to +52%). These higher growth rates are at moderately elevated CO2 levels of ~420ppm. At ~700ppm, growth rates reduced or even reversed. Thus, individuals within the understorey with low light levels (under moderately elevated CO2 levels) have the potential to grow upwards towards the canopy at a faster rate than those in higher light levels. Figure 8: Comparison of biomass change and growth rates; under ambient and elevated CO2 concentrations; between temperate and tropical liana species (from Korner, 2009) This consistent trend in increased growth rates under low light levels has also been confirmed for temperate liana species (figure 8). Hattenschweiler and Korner (2003) found growth rates between 64-80% under low light opposed to 23-40% under high light. These results could support reasoning for the enhanced vigour and reproduction of lianas observed in recent decades in Panama (Wright et al, 2004) and Amazonia (Phillips et al, 2002). Elevated CO2 may cause lianas to behave more aggressively, thereby inducing faster forest turnover, and reducing tree carbon storage in the long-run (Korner, 2004). Other factors have also been attributed to explain current liana growth, such as reduced rainfall (Swaine and Grace, 2007). Epiphytes are another important organism that influence tropical forest tree dynamics, and grow in tree crowns. Epiphytes derive from succulents, and may utilize CAM (Crassulacean acid metabolism) photosynthetic pathways, although some can use C3 pathways also (Korner, 2009). Contrary to lianas, evidence suggests epiphytes don’t benefit from elevated CO2 (Monterio et al, 2009). They tested the effect of doubling CO2 concentration; as well as increasing light and nutrient levels; on growth of six epiphyte species from the Neotropics. Figure 9: Relative growth rate (mgg-1d-1) of six epiphyte species under increasing CO2, light and nutrient levels for six different species. C3 pathways (V=Vriesea; C=Catopsis; O=Oncidium). CAM pathways (T=Tillandsia; B=Bulbophyllum; A=Aechmea). From Monteiro et al (2009). From figure 9; across the six species; elevated CO2 increased relative growth rates by only 6%. Although C3 species grew 60% faster than CAM, the two groups showed no significant difference in their CO2 responses. High light increased average growth rates by 21%; high nutrients by 10%. The findings contrast with those noted by Granados and Korner (2002) and Wurth et al (1998a), who found significant positive responses of lianas to elevated CO2 and deep shade, opposed to high light intensities. Thus, epiphytes will pose a lower risk to forest turnover and carbon stock losses. CO2-water interactions CO2-water interactions have two sides: the CO2-driven stomatal response; and the interactions with weather; such as drought. Under elevated CO2 conditions, plants will always absorb more CO2 per unit of water lost; regardless of stomata respond. However, experimental evidence confirms stomata may not be as sensitive to CO2 as previously thought (Korner and Wurth, 1996; Lovelock et al, 1999). The increase in atmospheric CO2 over the last century has highlighted the dynamic relationships between CO2 gain and water loss. The evidence for this is within tree rings, in the form of stable carbon isotope signals. Hietz et al (2005) observed these changes in Amazonian trees, where a change in ∂3C over the past two centuries infers increased intrinsic water use efficiency. Traditionally, when water acts as a limiting factor, scientists have drawn upon an array of responses; such as stomatal closure; reduced photosynthesis and growth. However, it has been understood for decades that photosynthesis is less sensitive to reduced water potential than biomass growth. Most of the evidence is derived from non-woody plants (Korner, 2003a). Less water uptake reduces turgidity, which reduces tissue formation, eventually limiting CO2 uptake. Wurth et al (2005) completed an extensive inventory for 17 tropical tree species in both the dry and wet seasons in Panama. They found NSC pools to be largest when growth was lowest and smallest when growth reaches a maximum. This is counterintuitive to what is normally expected! It had been suggested that high NSC levels found in trees under growth limitations by environmental factors, such as drought, does not reflect source saturation by C, but a precaution strategy by which NSCs are stored in a reserve (Lewis et al, 2004a).

Comparing Kafkas Metamorphosis and The Stranger (The Outsider) :: comparison compare contrast essays

The Metamorphosis and The Stranger (The Outsider)  Ã‚   Existentialism is defined as a philosophical movement that human beings are completely free and responsible for their own actions.   Existentialists will try not to cause waves and remain completely uninvolved with anyone because they do not want to hurt anybody.  Ã‚   There is absolutely no such thing as an existentialist because he would have to be so uninvolved to the point where he would not be able to live at all.   Although the two stories: The Metamorphosis by Franz Kafka and The Stranger by Albert Camus are very different in approach, their endings are similar in that they both support the basics of existentialism.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The biggest difference between the two characters: Gregor and Mersault is their physical form.   One has changed physically into a giant insect while the other remains a normal human being.   Another difference is the situation between the characters and their mothers.   Gregor wants to have a relationship with his mother but cannot because of his physical form.   Mersault’s mother is alive and well for part of the novel, but he does not want to take care of her or have anything to do with her.   The two characters are similar in the way that they do not believe in God and will both die lonely and abandoned.  Ã‚     Kafka creates a very lonely and abandoned world for Gregor Samsa in his short novel Metamorphosis.   Gregor is an existentialist character who mutates into a giant bug without reason and no longer has any control over his life.   He becomes completely uninvolved in the way that he does not talk or have any interaction with anyone inside or outside of the family.   He is dehumanized.   Gregor’s mother is disgusted by the looks of him and refuses to see or talk to him.   Gregor is now lonely and abandoned by his family, does not eat and eventually dies.  Ã‚     Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the short novel The Stranger, Mersault is also an existentialistic character.   He does not wish to become involved with anyone, including God and his own mother and does not have any emotion what so-ever when she dies.   Although Mersault does not want to become involved with anyone, he also does not want to create waves, thus he cannot help but to say yes to a friend when he asks him for help.

9/11 :: essays research papers

Shock, disbelief, and devastation were just a few of the emotions that people around the world were experiencing on September 11th, 2001. On what seemed like a normal day in Manhattan, New York, little did everyone know it was the beginning of a huge unthinkable disaster. 8:46 a.m. was when the first highjacked plane had hit Tower One. Not too long after, the second tower was hit. Dozens of fire crews responded as soon as they heard the news. The issues that were recognized in the outcome of this terrorist act were social, psychological, and economical.   Ã‚  Ã‚  Ã‚  Ã‚  What started out bad just got worse as the minutes past. People from all different countries of the world were there, all looking and reacting the same way. It was like everyone, no matter where you from; for once all had a common understanding of what was really going on, and the purpose of what was happening before their eyes. As many people tried to just get out of the area as soon as possible, the New York firefighters were doing nothing but trying to save as many lives as they could. People were praying for their lives and the lives of other in the streets, in fear of being caught up in all of the madness. There were no useable elevators and at times it became discouraging to many of the firefighters because they had to carry sixty-pound hoses up eighty cases of stairs, but they knew they had to do it. Working together, they did their job to the best of their ability. They grew close bonds with each other in spite of all the stuff that was going on. Before Se ptember 11th they had few to no brothers but after the event they left with fifty. Many civilians were working together to make sure that everyone was safe, even if you were a complete stranger to them; they were willing to help in anyway possible. Knowing that everyone was alive and okay brought upon great relief, but knowing that many people were still struggling, suffering, and dieing made the firefighters feel helpless. It had come to a point were there was nothing that anyone could do. This was the worst day of anyone’s life.   Ã‚  Ã‚  Ã‚  Ã‚  So many thoughts and emotions were running through everyone’s mind, not knowing what to do or think. It was at the time when the second plane had hit; you saw real fear in people’s eyes.

Kraft Foods Presentation

The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or await results from the United States. Key strategic decisions include which target market to focus on and what value proposition to signal. Important questions are also raised as to how the new product should be branded, which flavors to offer, whether Kraft should use traditional distribution channels or direct-to-store delivery, and what forms of advertising and promotion to use. The case provides a basis for discussing consumer decision making, and stresses the importance of providing a clear incremental benefit when introducing a new product in an established category. Decision Statement: Should Kraft have waited to launch the coffee pod in Canada until the company received results from the U. S.? Since they did a simultaneous launch, how can Kraft foods alter their marketing strategy to increase sales of the coffee pod? Kraft Foods: Kraft Foods was originally began as a cheese manufacturer in 1903 & has since evolved into North America’s largest food and beverage company – Had previously been a division of Phillip Morris Companies but became a public company in June 2001 – Operations consist of Kraft Foods North America and Kraft Foods international – Business is divided into five product categories: beverages, convenience meals, cheese, grocery, and snacks. One of the strongest brand portfolios of global consumer packaged goods players {text:list-item} {text:list-item} – Strong distribution network and a well-earned reputation for developing innovative new products and food applications Mission: to achieve leadership in the markets it served, which it pursued by fostering innovation, achieving high product quality, and keeping a close eye on profit margins. World leader in coffee sales with 15% of the global market; In Canada, Kraft’s Maxwell House and Nabob brands account for 32% market share. The Launch of the Coffee Pod In July of 2004, Geoff Herzog (product manager for coffee development at Kraft Foods Canada) found out that Kraft Foods North America was preparing an aggressive launch of coffee pods in the US. Herzog had less than a month to decide whether Kraft should proceed with a simultaneous launch in Canada, or await the U. S. results Herzog decided to go ahead with the launch ? This is where we believe the problem arose Created the Tassimo In order to Launch in Canada, Herzog had several decisions to make: Kraft owned two major brands in Canada, Maxwell House and Nabob, so the company would have to create a suitable branding strategy. Setting wholesale and retail prices for coffee pod Choose which flavors to offer Decide whether to use traditional distribution channels or direct-to-store delivery Develop an effective advertising and promotional strategy on a relatively limited budget Herzog would also need to present a convincing case that his plan and recommendations would in fact help Kraft expand its share of the Canadian coffee market, while also generating a satisfactory return on the company’s marketing investment. Marketing Strategy With an annual budget of only $1 million for the launch, Herzog faced tight constraints on his ability to introduce Kraft coffee pods in Canada. He would need to identify a cost-effective way to convince consumers that Kraft pods delivered better value the competitors’ pods Goal: 80% of SSP machine owners to try the product; and 60% of those individuals to repeat purchase Herzog was expected to at least break even by the end of 2006 Target Market: Individuals between 25-54, tended to be well educated and had a household income of $ 91,000 (Canadian household income was around $55,000) Three-quarters were married and 88% lived in single-detached homes in urban areas, primarily in the population rich provinces of Ontario, Quebec, British Columbia, and Alberta. Consumers were characterized by high levels of consumption, and their interests included exercising, entertaining at home, gourmet cooking, household decorating, gardening, and taking exotic vacations. Maxwell House and Nabob had similar profiles to SSP machine owners, except that individuals were typically over the age of 45 Buyer Behavior: Consumers typically purchased pods of the same brand as the machine they bought On the other hand, focus group research suggested that SSP machine owners valued flexibility of using different coffee brands in their brewers. Coffee quality was critical since it defined the entire coffee experience Market Share: Kraft expected that, of the 12. million households in Canada, SSP machines would be adopted by approx. 6% by the end of 2004 and 8% by the end of 2006. To maintain Maxwell House and Nabob’s share of the Canadian coffee market, Herzog estimated that Kraft would need to capture at least 35% of the coffee pod segment Product: By proceeding with the launch, Herzog needed to decide on a flavor selection Variety of pod offerings would be critical for building market share and category growth. Kraft’s manufacturing facility also had the ability to offer the product in a resealable bag with zip closure, keeping the product fresher Price: The price of the coffee pod itself ranges from $130-$200. Kraft planned to sell pods under Maxwell House label at a lower point than rival brands, retailing a pack of 18 pods for US$3. 99. Folgers charges $3. 99 for a pack of 16 This pricing would give retailers a 25% margin on Maxwell House, and at $0. 2 per cup, revenue that was more than four times the $0. 05 per cup from ground coffee Issues arose when deciding to follow the U. S. lead on pricing: On one hand, low prices could serve to drive sales volume and establish Kraft as market leader, but this strategy risks eroding brand image. Given the failure rate of new products in Canada, Herzog suspected that store would be willing to carry one or two brands of coffee pods Herzog was unsure of the best wholesale nd retail selling price to recommend Distribution: Most products were d elivered to retailers via warehouse distribution; which essentially made Kraft responsible for delivering all merchandise to the customers’ warehouses. From there, retailers then distributed the goods to individual stores Retailers were responsible for stocking products, refilling shelf space, maintaining inventories, and maintaining displays—services for which Kraft paid in excess of $200,000 for national listing fees. Their system eliminates the need for Kraft to constantly monitor and track inventories, distribution, and stock The alternative was to use direct-to-store-delivery (DSD). This system would require Kraft to be responsible for delivering merchandise to individual stores, holding inventories, and restocking shelves Kraft used this method for its Mr. Christie cookie products; by creating a joint DSD program with Mr. Christie, it would enable Kraft to lower overall cost for coffee pod distribution to approximately $150,000 by reducing supply chain expenses and minimizing inventory holding costs DSD would also allow Kraft to control product displays, ensure superior product freshness, improve customer service, collect insight from retailers, and sidestep warehouse capacity restraints. 40% of all coffee makers were sold in November and December, DSD would also provide Kraft with speed to market during this period Herzog was not convinced that DSD was the way to go. He didn’t feel the company would be able to maintain the DSD approach if coffee sales increased significantly in the future due to limited space in its distribution center and a limited delivery truck fleet Company SWOT analysis Strengths: North America’s largest food and beverage company and number two player in the world Operations in more than 155 countries One of the strongest brand portfolios among global consumer packaged goods players 50- $100-million brands; 5- $1-billion brands Strong reputation for developing innovative new products and food applications 32% market share in Canadian coffee market The company’s Maxwell House line was Canada’s top retail brand of roast and ground coffee; while Nabob was the leader in Western Canada and number two nationally. Resealable bags for fresher coffee Weaknesses: Limited budget for launch of coffee pod Entered the Canadian market years after Senseo had already established themselves as the leader in coffee pod production; selling three billion pods in the first three years. Price of coffee pod system Lack of proper advertising and promotions Opportunities: The company is already a leading producer of coffee in Canada, so they have a greater opportunity to appeal to loyal Kraft brand consumers with their product If the company would choose to target a market different than their competitors, they could gain strength on other markets such as college students. Switch to DSD distribution Threats: Entering the Canadian market before receiving results from North American launch Canadian grocers enjoy margins of 20 to 30 percent, but Herzog believed margins of 35 percent would be needed as an incentive to list Kraft’s coffee pods Use of warehouse distribution

Music in a Childs Life

Music in a Child’s Life Friedrich Nietzsche once said, â€Å"Without music, life would be a mistake. † Many people would agree that life would be different without music, but believing that life would be a mistake is a strong statement. Although, taking a look at the ways music has impacted our lives, one might agree with Nietzsche. Music is the fundamental key to developing a well rounded child. As schools are cutting music programs, children’s lives are suffering. For many people, music is a form of self expression; creating an outlet for their energy, and an effective way to develop a child’s brain.Early childhood music lessons have lifelong benefits. Making music is such a basic life skill as walking or talking. As children need these other basic parts of life, they need to be supplied with music as well. For as long as anyone can remember, music has been played and listened to. Music has served many purposes throughout the course of history, like comm unication, praise, enjoyment, etc. Therefore, it is no wonder that music is such an effective tool for developing children. In the Pennsylvania school system, music must be taught up until the fifth grade.It has been said, that when children learn to play a musical instrument, they strengthen a range of auditory skills. A study showed that music lessons in childhood may lead to changes in the brain that persist years after the lessons have stopped. Northwestern University researchers recorded auditory brainstem responses (electrical brain waves) of college students in response to listening to complex sounds. The group, who reportedly had musical training in early childhood, was better able to pick out pitch and other essential elements from the complex sounds with which they had been tested.Having the ability to detect these sounds is unique, giving children the opportunity to use these skills in the future. Many mothers believe that talking to their baby when it is in the womb make s a difference after the baby is born. Authorities also believe that music makes a big impact on unborn infants, babies, toddlers and even high school students because of the skills developed while learning a musical instrument. Music stimulates growth in the brain that can result in better motor skills, advanced auditory and language skills, and a smarter adult.Furthermore, if a child continues to hear music after birth, it can increase their creativity and an abstract mentality. As children grow up, many parents enroll them in music classes to enrich their learning. Not only will this improve their extracurricular activities, but also their academic life. As students advance throughout grade school, there is an evident difference seen between children who have continued their musical training and those who have not.Most children in music programs have better grades and higher test scores when compared to children who have stopped playing their musical instrument in elementary scho ol. A study performed by the College Entrance Examination Board of Princeton, New Jersey showed that students taking courses in music performance and music appreciation scored higher on the SAT than students with no arts participation. Music performance students scored on average 53 points higher on the verbal and 39 points higher on the math portion.Music appreciation students scored 61 points higher on the verbal and 42 points higher on the math portion (â€Å"Profile of SAT Program Test Takers† 3). The U. S. Department of Education recommends the arts to college-bound middle and junior high school students asserting, â€Å"Many colleges view participation in the arts and music as valuable experience that broadens students’ understanding and appreciation of the world around them†( â€Å"Getting Ready for College Early† 12).By having music classes in grade school, children are setting themselves up for a better and more prepared college experience. In ad dition, it plays a part in developing â€Å"children’s intellectual development† (15). The U. S. Department of State also suggests for college-bound high school students to have one year of Visual and Performing Arts classes (16). As students grow up, music plays a less prominent role in their lives, but the skills developed continues.Lewis Thomas, physician and biologist, found that music majors comprise the highest percentage of accepted medical students at 66% (â€Å"Vivo Morphometry† 417). Researchers in Leipzig discovered through the use of brain scans that musicians had larger planum temporale, the region of the brain associated with reading skills. Also, musicians had a thicker corpus callosum, the nerve fibers that connect the two halves of the brain.Therefore, children who have learned music at a young age have grown up to have better reading skills and are better able to utilize both sides of their brain because of a thicker corpus callosum. Businesses have also recognized the benefits of musical education in their employees. In fact, according to Norma R. Augustine, Chairman and Chief Executive Officer of Martin Marietta Corporation, â€Å"The arts enrich communities and employees, and also stimulate the kind of intellectual curiosity our company needs to stay competitive†(â€Å"Music’s Values†).As seen throughout many cases, students who have developed musical skills in grade school grow up to have a more stimulated brain. Former presidents John Quincy Adams and Bill Clinton played the flute and saxophone. Neil Armstrong, the first man to walk on the moon, played the baritone. These three men developed a musical intelligence from playing an instrument while growing up. Throughout many generations, music had been integrated into society. Without music, the lives of many individuals would not have been enriched with ingenuity and creativity.