Richard II

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This control over language and ceremony by Richard never is more apparent than in this scene. He brilliantly tells Bolingbroke, Here cousin, seize the crown. On this side my hand, on that side thine (4.1.17). Two hands on the crown, two men holding the same crown, symbolically represents the fact that with the usurpation of the throne Bolingbroke will split England in what will eventually lead to the War of the RosesRichard, now utterly alone, transforms into a tremendously powerful orator. He continues to compare himself with Christ, saying Richard for the first time abandons language in this final act. Throughout the play he has not fought with anyone, preferring instead to defend himself with language. However, in scene five he becomes the aggressor, succeeding in killing two men before being killed himself. This change in Richard, from using language and ceremony to adopting war and violence, comes too late for him. Had he chosen to fight earlier in the play, history might have been different. The death of Richard is a significant liability for Henry IV, because it puts him

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for it calls on a wide range of emotion, and--like the earlier scene of Richards meeting with Bolingbroke--an opportunity for the actor to perform someone who loves performing. You will probably have noticed that Richard enjoys creating the roles that he is forced, or chooses, to play, and in this scene he has centre stage. In a sense he becomes the stage director for the scene, shaping the way that the others respond. Images of Fortune and the SelfRichards first act as stage director is to trick Bolingbroke into physically seizing the crown from him, symbolically representing the struggle for power--the crown--in visual terms. Having caught Henry in this compromising position, Richard explores their relationship in another image that was traditionally used to represent the inevitable movement of Fortunes wheel. Is Richard creating a ritual for his uncrowning?

Is he searching for a new role now that he has lost his identity as king?

Is the passage again portraying a character who revels in self-pity?His imagery again picks up the correspondence between sun and king, as for the first time Bolingbroke is likened to the sunNotice again that he does not know what to call himself now he is not the king. In his search for identity he calls for a mirror, and in a passage that recalls some of Marlowes most famous lines he fails to find an answer in the visual reflection of his face and smashes the mirror he has asked for. When Richard left for Ireland he was a figure of little sympathy. He was seen to be selfish, even cynical in his actions, and had abused his position of power. In . . Richard returns, and as his power is stripped from him we are forced to reassess our response. As the scene unfolds Richard is confronted with a succession of disappointments and in effect gives up. He begins by affirming his role as King. He is the mother, the nurturer of England (8-11), and he calls on the earth itself--in its spiders, toads, and adders--to protect him (14-). It is specifically designed to give a heightened quality to the language and to those using it. Whatever the reaction of those around him, Richard (or Shakespeare) is building a sense of himself as an epic hero, supported by God in his role of king by divine right Richard flamboyant both in his public persona of defiance and in his private asides of self-pity. Gaunts Speech Act , Scene 1Gaunt compares Richards lifestyle to a violent fire (4)Thus the speech is a rhythmic tour de force. At the same time, Shakespeare works in a series of images that reverberate elsewhere in the play. England, separated from the rest of the world by the Channel, is patriotically and triumphantly celebrated at the very moment that Gaunt bewails its decline under Richard. It is compared to Eden (4); later in the play you will find many Biblical references both in the garden scene (. 4) and in the many places where Richard refers to himself as a Christ figure. It is a little world (45) a microcosm of the greater world and a potential image of the ideal order that (according to the Tudor Myth) was about to be disturbed by the succeeding events. It is personified as a fertile female, with a womb (51) that brings forth epic heroes and crusaders. It is a dear land (57), dear both in the sense of being beloved and of high value (expensive)--but it is being exploited by Richard rather than nurtured. Look at the rest of the scene, and observe the dynamic between young Richard and old Gaunt. Consider especially the play both of them make on the idea of physical and metaphorical sickness. (Look back to 1. 1. 15-157 where Richard plays the role of physician in trying to heal the breach between Bolingbroke and Mowbray.) The first occasion when Richard failed as King to govern wisely--the murder of Thomas of Woodstock--occurred before the play began; the second--Richards stopping the challenge between Bolingbroke and Mowbray--is left ambiguous and unexplained; but the third--Richards seizing of the property of the Lancasters--occurs in this scene, and for the first time the extent of his irresponsibility is made very clear. Gaunts death is greeted almost flippantly by the young king, and his immediate confiscation of the wealth of one of the countrys oldest families spurs York to an eloquent and reasoned defence of the principle of order. If Henry Bolingbroke, Duke of Hereford and the son of the Duke of Lancaster, does not inherit his fathers lands and titles, Richard is challenging the same rule that gave him the right to govern England, by inheritance from his father the Black Prince and his grandfather Edward III (see especially 15-1). York concludes with another prophecy if Richard goes ahead with his seizure of Herefords lands, he will pluck a thousand dangers on [his] head (05). Shakespeare underlines the accuracy of Yorks words as Richard leaves the stage, leaving a group of disaffected nobles to begin to plot against him (not altogether surprisingly, since their own lands will be as insecure as Bolingbrokes).

What is your reaction to Richard at this point in the play?Think of him both as a character (list what you see as the characteristics you find in him so far), and as the expression of a role, the king of England (list the way he is fulfilling--or failing to fulfill--his expected function).

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McMurphy vs. Ratched

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This feature looks at the life in a mental institution from the viewpoint of the anti-hero, Randale Patrick McMurphy (Mac). As McMurphy attempts to shake things up within his gloomy atmosphere, the tyrannical nurse Ratched stops him dead in his tracks. This film captures the anarchic spirit of Mac, as well as shows us the workings of a truly destructive system.

The films credits role over an Oregonian wilderness scene at daybreak, as a pair of headlights pass across the screen. Nurse Ratched, coated in black, arrives at the locked, security ward of a state mental hospital, where patients, nurses, and orderlies begin their daybreak ritual of dispensing the morning pills.

Randale P. McMurphy is a con man who becomes a ‘modern-day rebel and hero‘. Escorted into the ward he brings with him an energetic and swaggering persona. He is charming, manipulating, wise-cracking and rebellious; he is a dynamic and non-conforming character placed in an environment that strives on being placid. He challenges authority. Immediately he begins stirring up trouble; using a strong sense of humor and ‘comic exaggeration‘. He initiates the changes at the institution and instructs the patients to follow his lead; to wake up and start thinking for themselves.

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Nurse Mildred Ratched is the ward's superintendent. Viewed as the ultimate authority she demands obedience and perfect order from everyone; staff and patients. In the eyes, of the patients her power has grown to monstrous proportions and until Mac was introduced into their mundane lives she was swelling to even greater magnitude. The patients are in awe and completely spellbound by her cool and tenacious manner.

When Mac becomes assigned to the ward in which the authoritarian Nurse Ratched oversees, she immediately begins to work on him with her emasculating and dictatorial attitude. Mac becomes antagonized and makes a bet with the other patients that,"...in one week, I can put a bug so far up her ass, she don't know whether to sh-- or wind her wristwatch."

Mac proceeds to win a number of rounds against the powerful and internalized nurse Ratched, by bringing life to the dead environment and the patients it houses with a controlled yet frenzied madness.

During an uplifting outdoor exercise period he teaches his fellow 'inmates' an 'old Indian game'-basketball, in a fenced in court. Please note that this sample paper on McMurphy vs. Ratched is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on McMurphy vs. Ratched, we are here to assist you. Your cheap research papers on McMurphy vs. Ratched will be written from scratch, so you do not have to worry about its originality.

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Prochlorate Exposure

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Perchlorate Essay

In reference to the article "Rocket-Fueled River" by Cheryl Hogue, I would have to say my opinion of the pollution caused by perchlorate exposure is some what of an outrage. It seems careless to say the least that for so long this ion was being distributed in so many different parts going unnoticed. Although clean up for it is underway now, I strongly think that the government and surrounding companies that littered this material should provide more financial funding so that a more effective and quicker method of removing it could be used.

For one, if this ion is harmful to human life in any way, it would seem that those responsible would do their part in helping get rid of it. The article said that the amount that a human could have before it became a risk was still undecided. In my opinion, any amount is a potential danger and should be further looked into for an exact measurement. This substance is a risk to infants and those with thyroid problems. How can it be fair to them to not know how much will harm them and how much they can handle? The Environmental Protection Agency (EPA) should put in some more effort to find out a set amount.

Also this water is not just affecting those that live near the Colorado River. It has spread to parts in Arizona, Nevada and California. People all over are receiving drinking water from this river which is contaminated with perchlorate. But it is not just drinking water that could be a threat. Crops and other agricultural productions such as cattle and alfalfa growth could possess this ion. Lettuces grown in these areas are shipped all over the country for people to consume. Because of so many people all across the nation being put at a risk whether large or small, I feel like there should be more attempts to clean up this problem.

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Perchlorate is a much needed ion, but the waste of it should be observed much more carefully. Its existence in water of lakes and rivers is becoming more harmful by the year. If this predicament is not taken care of it could be too late to get under control. It is already said that it could take almost fifty years to get rid of it from the waters. Fifty years seems like a long time to take when people's lives could be in danger. It's my opinion that we need to "buckle down" and take action to fix this potentially hazardous crisis.

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Explain reasons why the somme and verdun were worth fighting for.

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on Explain reasons why the somme and verdun were worth fighting for.. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Explain reasons why the somme and verdun were worth fighting for. paper right on time. Out staff of freelance writers includes over 120 experts proficient in Explain reasons why the somme and verdun were worth fighting for., therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Explain reasons why the somme and verdun were worth fighting for. paper at affordable prices!Customarily any contemporary scholar or historian would agree with the fact that a successful battle is one that is planned, orchestrated, and accomplished in such an enigmatic and intricate manner that the attacking side of the battle will prevail and will also benefit both economically and militarily. However the Battle of Verdun and the Battle of the Somme had thwarted the very notion of the "successful battle", as neither the Allies nor the Germans had made any significant gains, achievements, or progress within the year 116 in which the battles were fought.The ensuing paragraphs will attempt to explain as to why these two battles were not worth fighting for both economically and militarily.From the very beginning, the city of Verdun was of no real strategic importance for the French forces. Being situated approximately 5km northeast of Paris and bordering on the outskirts of a neutral Luxembourgese borderline, the mentioning of Verdun would hardly raise an eyebrow amongst the French forces, as most of the guns entrenched inside the 1 massive concrete forts within the city were removed from their positions and were taken to help their armies to fight in other more important places. In early February 116, when the German armies had captured the trench lines in front of them, a heated debate between French generals and politicians arose in regards to the actual importance of Verdun strategically. Despite the generals arguing that Verdun was of no military use to the French, and that they would be glad to give the city up to the Germans without any loss of life or resources, the French Prime Minster and Statesman Aristide Briand directly insisted otherwise, asserting that the generals under his command were "cowards" and that he would "sack the lot of them" if they did not comply with his requests. Perhaps Briand at this point of time was an over-zealous patriot of his mother country, and like many civilians in France thought that the city of Verdun was the triumphant symbol of their country's strength.Despite having his requests made, there was only one road traversing to Verdun and there was a desperate need of men, food, and ammunition. For five strenuous and tedious months, 6,000 vehicles a day drove along the "Sacred Way" and poured countless supplies of men, food, and ammunition in to the city, which as a result ended up saving the city from defeat. By July, 8,000 German soldiers and 15,000 French soldiers with a total of million shells had all gone to waste all of this for just one meager city 5km away?? Why not concentrate on more strategically decisive battles in other fronts than to pile up all of one's resources in to defending a once "strongly fortified" city?? Militarily this battle did in fact boost French morale within the army and also prevented Germany from breaking the Western front, but economically this placed a huge strain on the armies under Joffre's command who was preparing to defend the Somme against the British.

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The Somme however was supposed to relieve pressure on Verdun for the French, but instead caused a lot more damage for both the Allies and the Germans. This historical yet most malignant and savagely vicious battle began with the bombardment of the German trenches in order to "weaken" their outpost. Since the Germans already knew for weeks that the attack was coming due to their scout planes observing the movement of men and guns in to position, it is no wonder that the 00,000 men (equivalent to 1 Divisions) which were sent over the top by General Haig all died whilst going over the top. Just within that first day, 0,000 British soldiers were killed and 5,000 were wounded. Despite the advice of Haigs' experts who advised him not to proceed with further attacks, he ignored their insightfulness and continued his arrogant orders of sending out men to their fates. Day after day, the same tragic events happened to the British soldiers, as they could not possibly get through the barbed wire as it was massively entangled due to the German machine gun fire entangling the wire even more. Besides losing men, General Haig also decided to send 50 tanks in to the battle during the month of September. Once more, of these tanks broke down and the rest got stuck in the mad. Economically this was the first time that tanks were being used in warfare, and evidently this ‘tactical move' by General Haig had failed miserably. Militarily this significant loss of men had further degraded British morale, with 1 divisions already going to waste.By the end of this battle, the Allies had lost 60,000 soldiers and the Germans had lost 450,000 soldiers altogether. With these significant loss of casualties and resources, it is no wonder that many may argue that both the Battle of Verdun and the Battle of the Somme were both a complete waste of time and money, and thus were nor worth fighting for in the first. With Verdun, the French had gained their pride, glory and honour but to what cost?? 15,000 soldiers had perished under the fire of million shells from the Germans, and yet by protecting Verdun the French had physically gained nothing, both militarily and economically. With the Somme, the British had lost 60,000 men and 50 tanks but again to what cost?? All the Allies had gained by the end of the Battle of the Somme was a meagre 15km of land, but nothing more. However had the French ignored Verdun, perhaps the Germans may have broken the Western front and thus there wouldn't have been a cause for the Allies to engage in the Battle of the Somme. Moreover, if both of the battles were carefully and meticulously planned, then perhaps the battles may have been worth fighting for. But overall, with the Allies losing approximately a million men and the Germans losing 7,000 men including all the resources lost alongside the battles such as tanks and other ammunition, both of these battles can be classified as battles that were not worth fighting for in the first place.Please note that this sample paper on Explain reasons why the somme and verdun were worth fighting for. is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Explain reasons why the somme and verdun were worth fighting for., we are here to assist you. Your cheap custom college paper on Explain reasons why the somme and verdun were worth fighting for. will be written from scratch, so you do not have to worry about its originality. Order your authentic assignment and you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!

Greatest thinkers

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In the Information Era, societies change so rapidly that lots of perspectives also change more in this time than in the past. Greatest thinkers in the societies always represent a kind of old thinking style. People do not like to be the echo in this era that prefers innovation. That is why most societies seem to not take their greatest thinkers seriously.Actually, what we learn from the books, from the parents, and from the lives are the effects from the greatest thinkers. Take Plato as the example. He was such a great thinker in the philosophy, even in the mathematics, that the way we think is the effect that he remained. Great thinkers still affect us by their profound work and their achievements because a simple idea can be disseminated across time without generation gap. As Newton said ¡¥If I have been able to see further, it was only because I stood on the shoulders of giants,¡¦ without those great thinkers, how can we see further? That is the reason that societies admire them even some of them are far from our time. However, some ¡§great thinkers¡¨ did something bad to the society that hurt the respect we think about the great thinks. The leader of the religion is some kind of thinker. They also affect people to think about the life. In 1, Branch Davidian made people to believe that the end of the world comes and under the confliction with the FBI, 88 people died. This is such a bad effect on people that they think those good at speaking, or logic are bad guys that no one should believe or admire their thinking. And really some greatest thinkers destroy the people¡¦s confidence.After all, the importance of greatest thinkers will not be ignored. Some of their ideas or thinking may be of relevance to our daily life, which shape the existing line of thought. And when we take seriously to their points of views, we should consider if these views are good and positive to our life. If we are careful enough, we will no doubt to respect to those greatest thinkers.

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Wolf in the Field

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The Tundra was cold and desolate. It was completely empty but for one white wolf. I watched as it meandered slowly across the field. Several minutes rolled by before I saw it suddenly raise its head and poise to run. Two shots rang out from the woods bordering the field. The wolf was unfazed and bolted in the opposite direction, my direction. He reached my position in no time. I had just hidden in a ditch nearby when the wolf flew by me. I felt the wind from its passing engulf me and leave. The magnificent animal left my sight as I stood up to view it better. My feet tingled with cold; I looked down to wipe the snow from my boots and noticed a spot of red in the snow. The wolf had been hit, and this was its blood. I was quite surprised, as he didn't seem injured while running with such great speed. Following the tracks a little, I saw more blood. After gathering my gear, I began tracking the injured animal. As I went along, there was more blood and shorter strides. A few hundred yards more revealed the wolf; it had slowed to a lumbering walk. I remained at a distance and snapped off several pictures. After some time it again slowed, then stumbled to the ground. I took more pictures while inching closer. The wolf noticed me and started to get up but stopped in a sitting position, so I took another step. The wolf threw its head up and let out a long, low, magnificent howl. It again tried to stand, but this time fell back to lie on the ground. The cloud of hot breath it let out dissipated immediately. He was dying.

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The snow around him turned red as his breath slowed and eyes closed more, and more. I was right next to it now, kneeling at its head. He took no notice of me, and seemed to accept the fate of death while exhaling one last long breath and closing his eyes. The beast's chest no longer rose and fell. No more hot breath could I see spew from his nostrils. I took one last picture while standing over him. He was dead. This is an example of poaching in Canada; the country's diverse amount of beautiful wildlife has to endure such things every day. There are lots of areas in Canada that need the protection of a wildlife reserve. Even the areas that are "protected" don't have sufficient funds to maintain boundaries and protect the land inside. Thus, I ask you to take action by doing your duty to god and your country; save the environment.

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Kohinoor textiles- yesterday, today & tommorrow

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The study is focused on the analysis of the work behavior of Kohinoor Textile Mills (KTML), Rawalpindi. The study also encompasses major forces of external environment that significantly influence the products of Kohinoor. The report will address various factors of task environment like customers, competitors, suppliers, labor supply and the role of Government Agencies. The Technological Element, Economic Factor, Legal-political Element, Sociocultural and International Element will also be taken into account. The focus of the study is to access the environmental dynamism and complexity.

INTRODUCTION

Kohinoor Textile Mills Limited, a division of Kohinoor Maple Leaf Group (KMLG), was established in 15, initially with 5,000 spindles and 600 looms with further expansion in 155. The company embarked upon a program of modernization and in the last decade, replacement and refurbishment has seen the installation of high technology processing, printing and finishing facilities. The company deals with three major processes of textile i.e. spinning, processing and stitching.

Commercial processing for customers, which was not originally envisioned, has also begun at KTML. Presently, the unit comprises 7, 000 spindle, 67 rotors along-with complete processing capabilities for scouring and bleaching, mercerizing, dyeing, printing and stitching. Weaving no longer exists at the plant which has since been relocated to two sister companies, Kohinoor Weaving Mills Limited and Kohinoor Raiwind Mills Limited.

The company plant has been equipped from Crosrol U.K. and Toyoda, Japan and is located at Peshawar road Rawalpindi. The company's products are sold in both local and foreign markets. More than 80 % of products are targeting the major markets in United States, United Kingdom/ Europe, South Africa, South East Asia, Hong Kong, Australia and Japan. A regular export to these countries is a testimony to an ever-growing list of satisfied customers, who perceive KTML as a manufacturer of quality textiles.

Kohinoor Textile Mills Limited was certified to ISO 001 by Lloyds Register Quality Assurance, UK on December 16, 18.

OBJECTIVES

The main objectives of the study are listed as under

· To study the work behavior at Kohinoor Textile Mills

· To analyze the internal and external environment and its impact upon export.

· To evaluate the environmental uncertainty in the light of SWOT Analysis.

LITERATURE REVIEW

The study is focused to access the work behavior, internal and external environment and environmental uncertainty. The external environment comprises of Task and Mega environments. The customers, competitors, suppliers, labor supply and government agencies are parts of Task environment whereas the Mega environment comprises of technological, economic, legal-political, sociocultural and international elements.

TASK ENVIRONMENT

The specific outside elements with which an organization interfaces in the course of conducting its business. The major elements of task environment are as under

Customers and Clients

Those individuals and organizations that purchase an organization's products and/or services are called customers. The firms are making efforts to meet the customer demands.

Competitors

Other organizations that either offer or have a high potential of offering rival products or services. Organizations need to be concerned about their known as well as potential competitors.

Suppliers

Those organizations and individuals that supply the recourses an organization needs to conduct its operations. The organizations may have a single supplier or multiple suppliers.

Labor Supply

Those individuals who are potentially employed by an organization. The ability to attract, motivate and retain the human resources is necessary for organizations to provide competitive products and services.

Government Agencies

These are various agencies that provide services and monitor compliance with laws and regulations at local, state or regional, and national levels.

MEGA ENVIRONMENT

The broad conditions and trends in the societies in which an organization operates is called mega environment. The elements of mega environment are described as under

Technological Element

The current state of knowledge regarding the production of products and services.In order to remain competitive, organizations must stay abreast of current technological developments.

Economic Element

The system of producing, distributing and consuming wealth. The organizations are influenced by a variety of economic factor over which they have little independent control such as interest rates and recessions.

Legal-political Element

The legal and governmental systems within which an organization must function. Trends in politics and government regulations influence the operations of the company.

Sociocultural Element

The attitudes, values, norms, beliefs, behaviors and associated demographic trends those are characteristic of a given geographic area. The company faces the challenge of understanding various sociocultural differences among countries that may influence the competitive success.

International Element

The developments in countries outside an organization's home country that have the potential to influence the organization. International development can affect the ability of an organization to conduct business abroad.

ENVIRONMENTAL UNCERTAINTY

It is a condition in which the future environmental circumstances affecting an organization cannot be accurately accessed and predicted. The environmental uncertainty is a function of complexity and dynamism.

Environmental Complexity

The number of elements in an organization's environment and their degree of similarity is called Environmental Complexity. Environments having small number of similar external elements are homogenous and environments having large number of dissimilar items are heterogeneous.

Environmental Dynamism

It is the rate and predictability of change in the elements of an organization's environment. Environments having predictable and low rate of change are considered to be stable whereas the environments in which rate of change is slow and relatively unpredictable are said to be unstable.

LOW UNCERTAINTY1. Small number of similar external elements.. Elements stay the same or change slowly.. Example Funeral Homes MODERATELY LOW UNCERTAINTY1. Large number of dissimilar external elements.. Elements stay the same or change slowly.. Example Insurance Companies

MODERATLY HIGH UNCERTAINTY1. Small number of similar external environmental elements.. Elements change rapidly and unpredictably.. Example Women's Apparel HIGH UNCERTAINTY1. Large number of dissimilar external elements.. Elements change rapidly and unpredictably.. Example Software Companies

MISSION

The mission of KTML is , "To dynamically participate in nation's economic well-being through providing high standard yarn, fabulous prints and made ups by maintaining high quality standards, utmost customer satisfaction and perfect working conditions for employees".

VISION 000

In the line with the corporate mission, KMLG launched its vision 000 program in January 17 to equip its companies with requisite strength to compete effectively well into the next millennium. The primary focus being human resource development, information technology, superior quality and enhanced productivity; enabling the group to better serve the needs of its stake holders.

CERTIFICATION OF ISO 001-000

One of the KMLG's achievements has been the certification of all group companies to ISO 001-000 "Quality Management Systems'' by Lloyd's Register Quality Assurance, UK.

WORK BEHAVIOUR

The company has a Managing Director and three General Managers for Marketing, Processing and Spinning. The Organization Structure of Kohinoor Textile Mills Limited is attached as annex "B"

Kohinoor Textile Mills Limited (KTML) runs 4 hours a day, 64 days a year. The exception of one day is that they observe holiday on Yumm-e-Ashura (10th Moharram only)

KTML has infallible inventory system; each item is identified and numbered.

CUSTOMERS

KTML have very few local customers, their international customers include Chain of stores, Marks & Spencer UK, Woolworths South Africa, Netherlands, Parsons Australia, Target Australia and Theist Point of UK and USA.

KTML's main products are Yarn, Dyed, bleached and printed fabrics and home furnishing (made ups like bed sheets, curtains, pillows and quilt covers etc).

COMPETITORS

KTML is among the pioneers in textile industry. They have total export oriented production. Their local competitors who are competing with them abroad also are Al-abid Silk Mills, Muhammad Farooq Textile Mills, Chanab Textiles, Nishat Textiles, Al-Karam Textiles etc. Some prominent international competitors are China and India.

SUPPLIERS

Mostly the raw material used in production is imported. KTML gets its raw material from China, Europe and America. They are quality conscious so they do not restrict themselves to any single supplier. They purchase from where they get best quality on cheaper rate.

LABOR

KTML have skilled as well as unskilled manpower. The labour class consists of all the locals form the country. The ratio between white collar and blue collar is 1 & . They have around 10 % white-collar employees and 0 % work force.

Workers have two unions in this organization. The relations between the union and the management are very cordial.

The total amount paid to the employees of KTML per month in terms of salaries and wages are equal to approximately 10 millions rupees. The management seeks the opinions of the employees through a form, the copy is attached as annex "C"

GOVERNMENT POLICIES

KTML strictly adheres to the policies of Government of Pakistan regarding the exports. In the federal budget for the year 00-00, though the import duty on the raw materials used by textile industry has been slashed by 5 percent, the import duty on the product manufactured by the industry has also been reduced by 10 percent. This has created a fiscal anomaly. In addition, the import duty on textile machinery has been enhanced. This factor has adversely affected the expansion, growth and on-going measures of Balancing, Modernization and Replacement (BMR) in the industry.

TECHNOLOGICAL ELEMENT

KTML was established in 15 and its major machinery was installed. At present its 80 % machinery is BMR (Balancing, Modernizing and Rehabilitation). The list of machinery is attached as Annex "D"

ECONOMIC ELEMENT

KTML is listed on all the Stock Exchanges of Pakistan. The fluctuations in the currency and interest rates greatly affect the exports.

LEGAL POLITICAL ELEMENT

Political stability definitely has influence on the business. In case of political instability in the country, they get less export orders. The political instability causes discontinuation in the policies, hence the customer feels insecure while placing orders.

INTERNATIONAL ELEMENT

International peace and harmony is also very much related to export orders. For example due to the prevailing situation of Iraq, their 40 % orders have been delayed. The fluctuation of currency also affects the exports.

In totality, Kohinoor Textile Mills Limited has about 56 standard operating procedures SOPs.

The organization's Production Management Committee meets weekly, Production Planning and Control Meeting is held weekly, internal audit Committee meeting is held quarterly and annual Management Conference is organized annually.

CHAPTER- 4

ANALYSIS

Kohinoor Textile Mills Limited is keen to participate in the economic stability of the country through its share in Pakistani Exports throughout the world. The company aims at the customer satisfaction and to provide excellent working conditions to the workers.

KMLG launched its vision 000 program in January 17 to equip its companies with requisite strength to compete effectively well in the 1st century. Textile is the core of KMLG. With fifty years of manufacturing experience, KTML has developed technical and marketing expertise to cater to the ever-changing needs of the customers. Adapting the vision of the parent group, KTML focuses on human resource development, information technology, superior quality and enhanced productivity; enabling the group to better serve the needs of its stake holders as well as the economic stability of the nation. Being the vertically integrated textile manufacturer, the combined synergy of the companies permits a far greater control over quality and consistency as compared to competition.

Having all three units of spinning, processing and stitching at one premise gives an advantage to KTML to have one administrative management for all the three units thereby saving on the expenditure, time and having uniform and better administrative arrangement for all the units.

In order to meet the demand and the shipment schedule, the company runs round the clock and there are four shifts, out of which three shifts are production shifts. Each of these shifts works on eight hourly basis. The fourth one is a general shift, which is relating to maintenance. The maintenance shift is operated to address the unforeseen as a contingency plan and it overlaps with the production shifts. This system of shifts enables maximum capacity utilization.

Some of the skilled workers are on duty during all the production shifts. They are there to fix up any problem arising during the production timings. Moreover, the senior staff of maintenance shifts lives in the colony provided by the management on the mills premises. In case of a problem which needs immediate attention of the senior staff of the maintenance shift, they are called to solve the problem.

KTML exports its products (usually made ups) to countries like United Kingdom (UK), Australia, Germany, South Africa, Dubai, Italy and USA. Mostly the customers are the same but variation is also there. Some of the customers are with the organization for the past many years. This speaks of their satisfaction with the standards the company meets. In addition, some of the customers return to KTML after using the services of other companies for a certain period of time. The company faces moderately high uncertainty as it encounters unstable environmental dynamism and homogenous market segments.

In the field of production, the competitors like India and China are more comfortable in the terms of cheap labor; cheap power (electricity) and they are less influenced by the financial changes. In Pakistan, the labor is not as cheap as it is in those countries. Our rates of per unit consumption of power are the highest among these competitors. The company has to reduce its profit margins in order to compete in the international market with its competitors.

KTML gets its raw material in the form of cotton, dyes, pigments and chemicals both imported and from within the country but the company is mainly dependent on the imports. The raw material is mainly imported from China, Europe and America. KTML imports PEMA cotton from USA, which is termed as the finest cotton in the world. KTML imports the material on the basis of high quality and reasonable price from various suppliers. This aspect puts the company into moderately high uncertainty block. For the reason, that for its imports, the company faces uncertainty of currency fluctuation, inflation and policies of the country from where the raw material is to be imported.

In KTML there are two labour unions. All the rights of the labourers are well guarded under social security acts and company is satisfied with the performance of the associations. KTML comply with all applicable labour laws such as Factories Act-14, Law relating to industrial and commercial employment, Law relating to the formation of Trade Unions; regulating of relations between employers and workmen and avoidance and settlement of any differences or disputes arising between them and the scheme for providing benefits to employees or their dependent under Provincial Employees Social Security Ordinance 165.

KTML have skilled as well as unskilled manpower. The labor class comprises of the locals form the country. 0% employees work on machines, hence training and development of employees is a core value at KTML Management supports training and development programs to ensure motivated and professionally competent people available within the organization. A corporate training department also provides extensive in-house training and consultancy for the development of employees. The organization has a comprehensive Training and Development Policy, which focuses on the following training aspects

ü Induction training

ü Internal Training courses

ü External training

ü Apprenticeship training

Social responsibility is one of the central values of Kohinoor Textile Mills Limited. It is the first textile industry of Pakistan, which is SA-8000 certified. The workers also have 5 % participation in the net profit of the organization, which is contributed towards their fund. The organization follows and meets all the social requirements of SA-8000 standarsds and believes in social responsibility trading like

ü Child Labour

ü Forced labour

ü Health and safety

ü Discrimination

ü Working Hours

ü Compensation

ü Management system

The company continuously remains in contact with its labor force through the unions i.e. representatives of the workers which enable it to solve their problems and to execute its own policies smoothly. The company invests in the training of its labor to win their loyalties besides imparting the skills to the labor. Company involves the workers in decision making through seeking their suggestions in various matters. The suggestion form for the workers is attached as Annex C. Fulfilling its social responsibilities towards the workers like educating their children and provision of health care etc enables the company to win the hearts of the labor force and keep them morally obliged.

KTML's major machinery was installed when it was established in 15. At present its 80 % machinery has undergone BMR. Moreover, the organization is also expanding its stitching and printing units. With this expansion its production capacity would be almost the double. Recently, a 16-screen rotary has been installed which is the most modern machinery available for printing the fabrics in the world. This machine can handle up to 16 colors at a time and its output is approximately 1,600,000-meters/ month.

This is a clear reflection of the company's over expanding business and the confidence of its customers on the quality of its products

BMR (Balancing, Modernization and Rehabilitation) is done to make the plant more balance and modernized. Because of BMR one gets the best possible efficiency from the machinery with less input cost. BMR also helps in getting the best latest quality goods from the machines. BMR increases the life of the machines, makes the machinery more economical. Because of the BMR one can compete with international competitors who have the latest machinery installed on their projects. The most advanced machinery is one of the major strengths of KTML. The details of machinery are attached as annex D.

Government of Pakistan is trying to bring the interest rates to single digit. This will result in 80 0 percent reduction in the payable interest rates and the profitability of Kohinoor Textile Mills will increase after negotiating with the banks.

Political stability plays a definite role on business. Under the politically stable conditions the policies of a country do not change rapidly. All the stake holders benefit from the politically stable conditions. In political stability, businesses flourish and when there is instability, there is a downturn or recession. In case of political stability, the confidence of importers increases and they place more and more orders. In our country political conditions do not remain stable and therefore all kinds of businesses are confronted with greater uncertainties. This also has an effect on the export performance of KTML.

Buyers are encouraged to visit KTML for the negotiations and placing orders. Because of these frequent visits KTML have a definite edge as the confidence of buyers is increased as they witness the working environment and manufacturing facilities.

Due to the prevailing situation after 11th September incident and the possible attack on Iraq, 40 % export orders of KTML have been delayed. On the contrary, in the case of stability, the input cost does not escalate all of a sudden and the export orders remain stable. The constant input cost helps in timely delivery of export orders.

The company is keeping pace with changing trends in fashion to be competitive in the market. Though changes in fashion do not affect KTML's sales directly as their sales are based on advance orders. The major success of Kohinoor is retention of customers through quality goods and services according to the latest trends.

KTML has a continuous focus on cost cutting because to stay in business and compete with the competitors the company has cut down the overheads. For the cost cutting KTML is giving additional responsibilities to its employees as well as applying the technique of job enrichment as far as their management is concerned.

One of the strengths of KTML is that it has its own power generation unit. Hence its production is not directly affected with the load shedding in the country and it can fulfill all its orders on time. Though the fluctuating fuel prices do affect to some extent.

In totality, KTML have about 56 Standard Operating Procedures (SOPs). KTML follows a set program of meetings. Some of the scheduled meetings held at KTML are

ü Daily meeting at each department level

ü Daily generation of data and reports

ü Weekly Production Management Committee meeting.

ü Weekly Project Management Committee Meeting.

ü Six monthly Management Review Meeting

ü Annual Financial & Management Conference

In these meetings various goals are established at each level and the performance of various departments is reviewed.

KTML is a very active member of All Pakistan Textile Mills Association (APTMA). APTMA plays a major role in solving problems of textile industry. APTMA solves day-to-day problems of its members. It is also actively involved in the policy formulation and policy changes of the Government of Pakistan regarding the textile industry. Mr Tariq Saeed Saigol, the Chairman of the KTML group is one of the most important leaders of APTMA. He has remained President of APTMA a number of times. He is a very important member of the top policy making bodies of the government of Pakistan on Textile Industry. He has also prepared a report for the government of Pakistan for the improvement of the textile after 005. This report is known as "Vision 005".

By the analysis of external environment, it is evident that KTML is operating in moderately high uncertainty. KTML is coping with the situation of rising taxes, changes in fashion, increased prices of raw material etc with its strengths like latest machinery, famous brand name and loyal workforce.

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