...discussing the wage gap between men and women in certain jobs, the metaphorical glass ceiling effect is presented as a reason why women are paid less than men. Thompson rationalizes that women choose to pursue careers that have lesser salaries. As an example, women are more likely to get jobs in areas of child care or obtain jobs as cashiers and dishwashers in comparison to careers in business or healthcare (1). The glass ceiling effect explains that women usually put up barriers around themselves, solidifying the notion that they cannot be successful in advanced careers because of their gender. Thompson’s article offers examples to support this effect. Essentially, both Fredrickson and Thompson take on the general concept of the wage gap that still exists within America, but Fredrickson only focuses on the actual gap itself, using statistical evidence to prove that women get paid significantly less than men in any given position. Thompson, on the other hand, offers another key point in determining why women get paid less than men...
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...extending the present range of recycling opportunities for households and the Productivity Commission has recently published a lengthy report on the issue. Here, using the analysis introduced in Chapter 1, we look at two aspects. First whether kerbside recycling is worth the effort, and second at the operation of container deposit legislation. About 90% of Australian households have access to kerbside recycling collections. They can place their waste in one of two bins. One bin is for general waste, the other for recyclables – typically aluminium cans, glass bottles and containers, paper and cardboard. Many of us make use of the separate bins and some take the task very seriously by, for example, rinsing out bottles before placing them in the recycle bin. Once the material in recycling bins has been collected local authorities incur costs in sorting the material and passing it on to firms who turn it back into useful products – glass, paper and so on. Is all this effort on the part of households, local authorities and recycling manufacturers worthwhile? In Chapter 1, you learned that the answer to this question involves weighing up the marginal costs and benefits of recycling. If the marginal benefits exceed the marginal costs then we should recycle, and vice versa. What are...
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...Live Project Yumee - Cadbury PDF generated using the open source mwlib toolkit. See http://code.pediapress.com/ for more information. PDF generated at: Fri, 14 Dec 2012 20:46:55 UTC Contents Articles Cadbury Cadbury Dairy Milk List of Cadbury products 1 15 18 References Article Sources and Contributors Image Sources, Licenses and Contributors 32 33 Article Licenses License 34 Cadbury 1 Cadbury Cadbury Type Industry Founded Headquarters Products Revenue Subsidiary of Mondelēz International Confectionery Birmingham, United Kingdom (1824) Uxbridge, London, United Kingdom See list of Cadbury products £5,384 million (2008) Operating income £388 million (2008) Net income Employees Parent Website £364 million (2008) 71,657 (2008) [1] Kraft Foods (2010-2012) Mondelēz International (2012-present) Cadbury.co.uk [2] Cadbury is a British confectionery company owned by Mondelēz International Inc. and is the industry's second-largest globally after Mars, Incorporated.[3] With its headquarters in Uxbridge, London, England, the company operates in more than 50 countries worldwide. The company was known as Cadbury Schweppes plc from 1969–2008 until its demerger, in which its global confectionery business was separated from its US beverage unit (now called "Dr Pepper Snapple Group").[4] It was also a constant constituent of the FTSE 100 from the index's 1984 inception until its 2010 Kraft Foods takeover.[5][6] History 1824–1900: Early history In...
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...farm and not to love. “I felt like a worker and not a daughter.” Sitting in my Aunt Juana’s living room, we were talking about my grandparents’ upcoming 50th anniversary party, and how my dad was stressed trying to organize the party. As Aunt Juana ate a roasted corn she patiently peeled each kernel with her hand, she reminisced about when she was a child and what it was to grow up on the farm. Aunt Juana had to be up by dawn every morning. One of her duties was to feed all the animals they had around the house which included pigs, chickens, sheep and the cows that were kept close by to milk. After all the animals were fed, she then would help her mom milk the cows. Her duty was to hold the baby calf by the rope while my grandma milked the cow and no matter how blistered her hands would get from the thick rope, she knew better than to complain, or worse yet to let go of the rope. Fresh milk for breakfast was a must have, no matter what day it was. My grandpa, a strict perfectionist expected the best in everything; meaning his food had to be fresh at all times. Breakfast practically had to be inhaled so they could get back to work. If my aunt and her siblings didn’t eat fast enough, then they would go without food...
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... 8oz. 214 Cosmopolitan 4 oz. 200 Martini 2.5 oz. 160 Bloody Mary 5 oz. 120 Champagne 5 oz. 106-120 Coffee Liqueur 3 oz. 348 Gin and Tonic 7 oz. 200 Long Island Iced Tea 8 oz. 780 Vodka and Tonic 8 oz. 200 Rum and Coke 8 oz. 185 Rum and Diet Coke 8 oz. 100 Mai Tai 6 oz. 350 White Russian 5 oz. 425 Mimosa 4 oz. 75 Screwdriver 8 oz. 190 Eggnog with Rum 8 oz. 370 Chocolate Martini 6 oz. 438 Standard drinks guide Full Strength Beer 285ml Full Strength Beer 4.8% Alc./Vol 1.1 standard drinks | 425ml Full Strength Beer 4.8% Alc./Vol = 1.6 standard drinks | 375ml Full Strength Beer 4.8% Alc./Vol = 1.4 standard drinks | 375ml Full Strength Beer 4.8% Alc./Vol = 1.4 standard drinks | Mid Strength Beer 285ml Mid Strength Beer 3.5% Alc./Vol = 0.8 standard drinks | 425ml Mid Strength Beer 3.5% Alc./Vol = 1.2 standard drinks | 375ml Mid Strength Beer 3.5% Alc./Vol = 1 standard...
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...by “PRAN Group”. The full meaning of PRAN is… P = Programme for R = Rural A = Advancement N = Nationally “Agricultural Marketing Co. Ltd” was born in 15th May 1985. Keeping in view the corporate mission of the group they have over the years diversified their activities. It consisted as a “Private Limited Company” which is registered 1985 under the authority of Bangladesh government. They encourage contract farmers and help them to grow quality crops with increased yields and to obtain fair prices. Basically Agricultural Marketing Com ltd. was setup in 1980 initially for farming and marketing of agricultural products for local and exports markets. The company was engaged in agronomic (Contact farming) business and cultivated many types of fruits and vegetables. Now the company processes the major fruits produced in Bangladesh like mango, pineapple, guava and several types of vegetables. The plant facilities include canning, pulping, juice making, bottling aseptic packing and also making jam, jelly, pickle, dehydrated fruits etc. The company now solidly established in local market utilizing its available production capacity and facilities with an established brand name, reliable product quality, wide spread marketing and distribution network coupled with price competitiveness. The company enlisted as Public limited company in 1993 and issued the share for publics on 22nd June, 1993. Their authorized capital was 500,000,000 Taka and paid up capital 80,000,000 and...
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...It’s really the people that make Google the kind of company it is. We hire people who are smart and determined, and we favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that we serve. And when not at work, Googlers pursue interests ranging from cycling to beekeeping, from frisbee to foxtrot. We strive to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In our weekly all-hands (“TGIF”) meetings—not to mention over email or in the cafe—Googlers ask questions directly to Larry, Sergey and other execs about any number of company issues. Our offices and cafes are designed to encourage interactions between Googlers within and across teams, and to spark conversation about work as well as play. It’s pretty well documented that Google has a unique culture. It’s not the typical corporate culture. In fact, just by looking at pictures inside the Googleplex, you can see that it looks more like an adult playground, not a place for work. But Google’s success can be attributed to this culture. Google has people who’s sole job is to keep employees happy and maintain productivity. It may sound too controlling to some, but it’s how this world-changing organization operates. So can Google’s culture teach us anything? Yes. Google bases nearly everything...
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...coFood and Beverage Operations DHM 102 The Official Guide Boston Business School 520 North Bridge Road #03-01 Wisma Alsagoff Singapore 188742 www.bostonbiz.edu.sg All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the Publisher. This guide may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover, other than that in which is published, without the prior consent of the Publisher. The Guide is a useful resource for those seeking to gain the internationally recognised CTHCM qualifications. The Guide however must be used together with the recommended textbooks. CONTENTS 1. Introduction 2. Food Production Methods 3. Food Service Outlets 4. Food Service Methods 5. Food and Beverage Service Staff 6. Menus and Beverage Lists 7. Food and Beverage Service Area and Equipment 8. Food Service – Accompaniments and Covers 9. Food and Beverage Service Sequence 10. Beverage Service – Non Alcoholic Beverages 11. Alcoholic Beverage Service – Wine and Beer 12. Alcoholic Beverage Service – Spirits, Liqueurs and Bar Operations 13. Customer Care and Selling Skills 14. Functions and Events 15. Supervisory Aspect of Food and Beverage Management 1 5 31 46 65 77 92 113 128 167 181 207 228 244 262 1 Introduction Description The aim of Food and...
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...Food and Beverage Operations DHM 102 The Official Guide Boston Business School 520 North Bridge Road #03-01 Wisma Alsagoff Singapore 188742 www.bostonbiz.edu.sg All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the Publisher. This guide may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover, other than that in which is published, without the prior consent of the Publisher. The Guide is a useful resource for those seeking to gain the internationally recognised CTHCM qualifications. The Guide however must be used together with the recommended textbooks. CONTENTS 1. Introduction 2. Food Production Methods 3. Food Service Outlets 4. Food Service Methods 5. Food and Beverage Service Staff 6. Menus and Beverage Lists 7. Food and Beverage Service Area and Equipment 8. Food Service – Accompaniments and Covers 9. Food and Beverage Service Sequence 10. Beverage Service – Non Alcoholic Beverages 11. Alcoholic Beverage Service – Wine and Beer 12. Alcoholic Beverage Service – Spirits, Liqueurs and Bar Operations 13. Customer Care and Selling Skills 14. Functions and Events 15. Supervisory Aspect of Food and Beverage Management 1 5 31 46 65 77 92 113 128 167 181 207 228 244 262 1 Introduction Description The aim of Food and...
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...ORGANIZATION STUDY REPORT ON CENTRAL PRODUCTS DAIRY ALAPPUZHA [pic] An Organization study Report submitted to Mahatma Gandhi University for the partial fulfillment of the Award of Master of Business Administration Submitted By SHARON JOSE (Reg No: 40134) Under the Supervision of PRIYA SUNIL Associate Professor MBA [pic] DEPARTMENT OF MANAGEMENT STUDIES Caarmel Engineering College JUNE 2013 CERTIFICATE This is to certify that this report entitled “AN ORGANIZATION STUDY REPORT ON CENTRAL PRODUCTS DAIRY ALAPPUZHA” is a bonafide record carried out independently by Ms SHARON JOSE under the supervision and guidance of PRIYA SUNIL and submitted in partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMNISTRATION of Mahatma Gandhi University, Kottayam. Place: Miss. Priya Sunil Date: (Associate Professor) Dr. Selvadas M J Mr. Mathew Kurian (Director of MBA) (HOD of M.B.A) DECLARATION. I, the under signed, hereby declare that the Project Report entitled “AN ORGANISATIONAL STUDY AT CENTRAL PRODUCTS DAIRY, ALAPPUZHA”. Written and submitted by me, under the guidance of Mrs...
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...* ‹ › Pran RFL group Market analysis Document Transcript * 1. American International University Bangladesh (AIUB) Summer Semester, 2012 Principle of Marketing Section: A A Group Report On “Marketing Mix (4 P’s) Analysis and Competitors Evaluation: Pran RFL Group” Submitted to Mr. Stanley S. Rodrick Lecturer, Faculty of Business Administration Department of Marketing Submitted by: Zabir Md Abdullah (08-12484-3) Rased Abdur (09-14501-2) Anoy Md. Shakib Ahamed (09-14497-2) 1 |Page * 2. AcknowledgementAll praises to the Almighty Allah, who has bestowed his kindness upon us by giving us theopportunity, time, courage, strength and patience to carry out and complete the report properly.We are very much thankful to our honorable course instructor, Mr. Stanley S. RodrickMadam for his valuable and intellectual guidance to prepare this reportWe are very much grateful to our group member zabir for giving us his ideas which is verymuch helpful to us.Then we must thank all of our respondents for cooperating with us by giving information of allthe questions about the topic. Without their help it was not possible to complete this report.Finally we must not lose opportunity of expressing our sincere appreciation to some of ourfriends, Shams and Rashed who shared and inspired us all the time. 2 |Page * 3. Company Overview Background—“Poverty and hunger are curses”- mission of PRAN-RFL group. So their aim is “to generateemployment and earn dignity and self respect for our competitors”...
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...will call this as i-move (thus a 0-move implies doing nothing). The proviso is that an i-move cannot be repeated, for example once a player makes a 2-move, on subsequent turns neither player can make a 2-move. If the gol coin happen to be on the top when its a players turn then the player wins the game. Initially, the gold coin is the third coin from the top. Then a.In order to win, Alice’s first move should be a 1-move. b.Alice has no winning strategy. c.In order to win, Alice’s first move can be a 0-moveor a 1-move. d.In order to win, Alice’s first move should be a 0-move. 4. There are two glasses A and B. A contains orange juice and B contains apple juice in same quantity. Some amount orange juice from glass A is transferred to glass B. The juice in glass B is mixed well. Then again the...
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...The Bury St Edmunds Factory Gideon Green Contents Where the organisation is found Page 3 What the organisation does Page 3-4 Method Used Page 4-5 Health and Safety Page 5 Bibliography Page 6 British Sugar The image below is of the Bury St Edmunds factory Where is the organisation found? [1] Located in the east of England, and the east midlands, the four processing plants are in Wissington, Newark, Cantley and Bury St Edmunds. Together they produce over 2.3 million tonnes of products per year. They employ over 4000 growers per year which supply 7.5 million tonnes of sugar beet per year. Which will make 1 million tonnes of sugar and 500 000 tonnes of animal feed. British Sugar produces all forms of products, including sugar, animal feed, tomatoes and electricity. What the organisation does [2] Basic sugar production is at the core of the operations, but they have managed to process steps enabling more raw materials to be used to make a range of sustainable products. Here are some examples: they recycle stones for building, lime for soil conditioning and soil for landscaping. Using CHP (Calcium binding protein), they export enough electricity for 350,000 people and use the combustion gases to grow 80 million tomatoes. They also invested in the UK’s first bio-ethanol plant, producing 70 million litres of renewable fuel. They aim to transform all raw materials into sustainable products. Therefore maximising...
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...means quality. It means value for money. It means availability. And it means service.” Varghese Kurien, Chairman GCMMF1 Introduction C op y Gujarat Cooperative Milk Marketing Federation (GCMMF), the largest food company in India, recorded a turnover of Rs 2882 crore ($ 0.65 bn) in 2003-04. Its flagship brand ‘Amul’ was the market leader in butter, whole milk, cheese, ice cream and dairy whitener. GCMMF was the largest cooperative movement in India with 2.2 million milk producers of Gujarat organized in 10,552 cooperative societies. GCMMF collected 5 million litres of milk per day from its shareholders who owned 3.2 million buffaloes, one million cows and 0.3 million crossbred cows. The Federation’s extensive marketing network comprised 3000 distributors and 500,000 retailers spread across the country. ot Background Note D o N Amul’s genesis was linked to the freedom movement in India. Sardar Vallabhbhai Patel, an eminent Indian freedom fighter encouraged the dairy farmers from the Kaira district in Gujarat to form a cooperative to counter the ‘exploitatively’ low prices offered for their milk by the monopoly milk supplier of the area, Polson’s Dairy. The dairy farmers met in Samarkha (Kaira district, Gujarat) on the 4th of January 1946, and decided to set up a milk producers’ cooperative that would deal directly with the Bombay...
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...means quality. It means value for money. It means availability. And it means service.” Varghese Kurien, Chairman GCMMF1 Introduction C op y Gujarat Cooperative Milk Marketing Federation (GCMMF), the largest food company in India, recorded a turnover of Rs 2882 crore ($ 0.65 bn) in 2003-04. Its flagship brand ‘Amul’ was the market leader in butter, whole milk, cheese, ice cream and dairy whitener. GCMMF was the largest cooperative movement in India with 2.2 million milk producers of Gujarat organized in 10,552 cooperative societies. GCMMF collected 5 million litres of milk per day from its shareholders who owned 3.2 million buffaloes, one million cows and 0.3 million crossbred cows. The Federation’s extensive marketing network comprised 3000 distributors and 500,000 retailers spread across the country. ot Background Note D o N Amul’s genesis was linked to the freedom movement in India. Sardar Vallabhbhai Patel, an eminent Indian freedom fighter encouraged the dairy farmers from the Kaira district in Gujarat to form a cooperative to counter the ‘exploitatively’ low prices offered for their milk by the monopoly milk supplier of the area, Polson’s Dairy. The dairy farmers met in Samarkha (Kaira district, Gujarat) on the 4th of January 1946, and decided to set up a milk producers’ cooperative that would deal directly with the Bombay...
Words: 7464 - Pages: 30