University as I see it

Mr.. Rater, ladies and gentlemen I am grateful for the opportunity rendered by all of you to express my opinion in this fiercely controverter subject. To me the period between high school and work, or Post-graduate education, which is called by all of us University, is inevitably the most defining period in our life, as it ends our acquisition in school as well as precedes our career of utilizing what we've learned. For the sake of its special position – between learning and work, that defining period is ordained the special duty of being well seed to acquire some knowledge and abilities that will be soon made use of.Unlike any other period we've ever experienced or will experience, it is never a single period simply to learn something or to use what we've learned; it is a combination of learning and using. Another extraordinary identity of this period is that It's time when we are young and active. Being impressively influenced by the quotation â€Å"Be crazy before being ol d†, many of us have recognized that this is not only a period to forge us but a wonderful while to enjoy, as it will possibly be the last chance that we eve plenty of time to think, to plan, and dodo what we desire.Unfortunately many of us have only realized one of the two major use of university – mostly the entertaining one. They have well but Insufficiently enjoyed the paradise with least rules and restrictions; they are doing whatever gratifies them – spending almost all the time they're awake playing computer games, having fun with their friends all the time, of course while absent from classes.The rest of whoever realized only one use of the period are completely doing oppositely to the former ones; they have always en studying and studying, any time they are not sleeping, even sometimes when they are. The commonly seen phenomenon mentioned above does not stand for what modern university students are all about; In fact It Is something that, If treated wisel y and courageously, can be largely reduced. And such wisdom and courage will be no more than a clear recognition of our Identity and the enormity attached to that Identity.With such recognition, our entertainment will be more relaxing when letting go the fatigue of working; with such recognition, we will realize that we are now not only students that shall learn as much as possible, but adults that need some abilities to take the responsibility of our life; with such recognition, we will soon have a vision of our future that's being more and more clear and close. We are still very young, so we have a lot of time and energy to make our life crazier, more wonderful, and more unforgettable.But we are no longer Immature, so we cannot bear the loss of some Irresponsible deeds that are thought, however, enjoyable when being done. And all these should be kept In mind during the defining period – university. Thank you all. University as I see it By rises career of utilizing what we'v e learned. For the sake of its special position – between any other period we've ever experienced or will experience, it is never a single period simply to learn something or to use what we've learned; it is a combination of learning and using.Another extraordinary identity of this period is that it's time entertaining one. They have well but insufficiently enjoyed the paradise with least the time they're awake playing computer games, having fun with their friends all the hat modern university students are all about; in fact it is something that, if treated be no more than a clear recognition of our identity and the enormity attached to that identity.With such recognition, our entertainment will be more relaxing when letting and more unforgettable. But we are no longer immature, so we cannot bear the loss of some irresponsible deeds that are thought, however, enjoyable when being done. And all these should be kept in mind during the defining period – university. Thank

Early Birds Catches the Worm

Each proverb has the features of time, and new ideas can be added to the old ones. The classic proverbs never worried about fading. Like the proverb â€Å"Early bird catches the worm†, people all over the world are still saying and using this phrase today. Although in different languages, we use completely different words, but still convey the same meaning. For example, In China, there is a similar saying: â€Å"The quick-footed mount first. † This proverb usually plays a traditional role in dally life, fitting well Into this competitive and materialistic society.Everybody wants to be the first, to stand on he top of the mountain. Although the university year is still in its early stages, students who are applying for graduate positions In 2009 have almost missed their chance. Companies have begun their recruitment earlier this year. These companies never worry about lacking in people to work for them, what they really need are those who are eagerly preparing his/her re sume to get into the company. Human life Is transient, so beginning a career at a young age is an â€Å"early-bird† and wise choice.American's Next Top Model has been a hot TV show for years, which I have been watching for a long time. Every time the contestants are surely to be at a young age, because if you get into the competition at 25,you are already too old and the Judges and other competitors will always use age as an issue, though unconsciously. Most people have their dreams when they are only children. And the dream remains In their minds as time goes by. Take action, be the early bird, even with mistakes along the way. Although some of them seem so far.Don't worry, there is also a saying: Clumsy birds start flying early. Upon closer analysis by changing or adding a few words in the proverb, a whole new perspective is shown: â€Å"Urban bird catches the arm. † Early birds may catch the worm but city birds prefer a little bit late. They don't rely heavily on wo rms from the trees. Instead the city birds visit bird feeders later in the day. The researchers believe the difference in feeding is due to the â€Å"urban heat island effect†, as the city becomes warmer, the birds don't need to get up early to replace energy lost overnight to keep warm.Within a word play, the anta-proverb has similar pronunciation as the original . Using the old frame is a good way to attract other people's attention, in a humorous demonstration. Let us not focus solely on the costive side, the usage of this proverb has a great limitation. Everything in this world is not absolutely right. Getting up early means less sleep. Recently research shows that â€Å"Night owls rule the roost,† scientists found out that the late risers tire less quickly than those who get up at the crack of the dawn, thus they could have more energy to do their work.To think more critically, the early birds catch the worm, and the early worms get eaten by birds. Do any of us wa nt to be the victim? It is easy to market's need and thus become the sacrifice. Coming late into the business world ND learning from the established competitors can offer an advantage. Rival birds can turn up pretty much whenever they want and still get a decent feed, as long as they hit the right spot, to say, there are plenty of worms hanging around everywhere.Here is a interesting one: â€Å"The early bird would never catch the worm if the dumb worm slept late†, the phrase also shows not every early-birds choice could be success. There are risks we need to undertake. In any cases, getting up early is often unnecessary. â€Å"Early bird† suggests that we should be more diligent in achieving our goals and desires. Taking more time to think, the proverb â€Å"think before you leap† always relates to the early bird wisdom. After comparing this proverb and illustrating so many examples, the proverb reminds me of the Darning's famous theory, Survival of The Fittest .Although the â€Å"Early bird catches the worm† need context to make it more conceivable, if all the people on the earth were willing to be the early birds, the scene would be chaos. The nature order among human competition, allows a functional world. The fact is early birds eat early worms, late birds eat late worms. Early bird catches the worm, this proverb impresses me so much is because mama always using it to wake me up, reminds me of home. That's the warm and positive side for me. There are so many things to list within one proverb.Every coin has two sides, I don't like to live in a competitive world, but welcome to the reality world, I need to face it whether I like the life style or not. Just to say I will never treat it as my lifetime guideline. To grow with a ordinary heart, to live each day with energy and happiness is the best for me. Find out what suits you best, that's the most important essence we could characterize as our own unique proverb. Citation: The Cou rier Mail. Night owls who rule the roost†. 25 April 2009. Lexis's.

Co-Operative Sugar Mills Limited, Salem.

A Summer Project at Co-operative Sugar Mills Limited, Salem. SUMMER PROJECT REPORT Submitted by DHANABAL. K Register No: 713211631026 in partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION IN RVS INSTITUTE OF MANAGEMENT STUDIES COIMBATORE – 641402 AUGUST 2012 RVS INSTITUTE OF MANAGEMENT STUDIES COIMBATORE -641 402 SUMMER PROJECT REPORT AUGUST 2012 This is to certify that the project entitled A Summer Project at Co-operative Sugars Limited, Salem. is the bonafide record of project work done by DHANABAL. K Register No: 713211631026 f Master of Business Administration during the year 2012-2013. MR. AJITH SUNDARAM DR. J. NIRUBA RANI (Project Guide) (Head of the Department) DECLARATION I affirm that the summer project work titled â€Å"CO-OPERATIVE SUGAR MILL† being submitted in partial fulfillment for the award of Master of Business Administration is the original work carried out by me. It has not formed the part of any other project work s ubmitted for award of any degree or diploma, either in this or any other University. DHANABAL. K 713211631026I certify that the declaration made above by the candidate is true. Mr. Ajith Sundaram ACKNOWLEDGEMENT â€Å"Gratitude is the music of our hearts. † A summer project of such a comprehensive finish cannot be completed without the help of numerous sources and people throughout the long rugged path of success. We realize this fact and so, we are greatly indebted to all of them and take this opportunity to thank them. First and foremost I would like to thank god almighty whose blessings made me to complete the training successfully. It is a great pleasure to acknowledge my sincere thanks to Dr. P. V. PRABHA, MBA, M.Phil, ICWA, PGDCA, Ph. D. , Director, RVS institution of management studies, Coimbatore for providing me an opportunity to get practical knowledge about my theoretical studies. I also thank Dr. J. NIRUBARANI, MBA, M. Phil, PGDCA, B. ED. , Ph. D. , Head of depart ment, RVS institution of management studies, for providing me an opportunity to undergo this internship training work. I indeed greatly thankful to my faculty guide Mr. AJITH SUNDARAM, B. TECH, MBA, MS(UK), Msc, (Ph. D. ), Assistant professor, RVS institution of management studies, thank him for guiding me to successfully complete the training.I wish to express my gratitude to all the staff members in the department of management studies for their encouragement for completing this training. I would like to my sincere thanks to Mr. S. Jayakumar, Sri Jayam Impex, Managing Director for the valuable help rendered to me by providing the necessary information, materials and co operation for the preparation of this summer training. Finally I would like to thank my parents and all my friends who have helped me immensely throughout the project work. TABLE OF CONTENTS CHAPTER NO. | TITLE| PAGE NO. | | INTRODUCTION| | | ABOUT THE INDUSTRY| | | ABOUT THE COMPANY| | | OBJETIVES OF THE STUDY| | 2 | DEPARTMENTS| | | PURCHASE| | | PRODUCTION | | | FINANCE| | | MARKETING / SALES| | | HUMAN RESOURCE| | 3| FINDINGS AND SUGGESTIONS | | 4| CONCLUSION | | 5| BIBLIOGRAPHY | | 6| APPENDICES | | INTRODUCTION INTRODUCTION: The Salem Co-operative Sugar Mills is situated on the banks of River Cauvery at a distance of 20 kms from Namakkal, which is the nearest town. The factory and residential colony is located in an extent of 148 acres of Pettapalayam Village.The Sugar factory plays a significant role in the social and economic uplift of people day and night and plays a significant role in essential item like sugar, molasses , bagasse , alcohols , and bio-fertile. Sugar cane is cultivated in more than 110 countries and India stands first in sugar production within around 20 established sugar factories and over 35 million farmers and agricultural labors involved in sugarcane cultivation and harvesting . Tamilnadu has a rich tradition of successful sugarcane cultivation . if occupies 2. 6la khs hectors representing 65% of cane, a major portion being crushed by 36 sugar factories in tamilnadu and Pondicherry. Benefit of these items is Industry related to regular activities of the common people in rural areas . in addition other by-products form sugar factories play a principal role in the foreign exchange in an indirect way. ABOUT THE INDUSTRY HISTORICAL BACKGROUD: Human, throughout its history, has enjoyed sweet food and link sugar brings out flavors, intensities colors and also acts as servitude and fermenting agent.In olden days we know that it is one of the cheapest sources of energy i. e. calories sweetness sources’ occurs aurally in plants. There is lack of statically data to determine when acne sugar became the principal sweetener in any given part of the world. But it can be stated that cane sugar was first made in India and achieved dominant status 2000 or more years ago. The earliest precise and secure date for manufacture of sugar from sugarcane is in the kautillya’s Arthshatra, a Sanskrit manual on statesmanship written in 324-300 B. C. autillya was government official. Cultivation of sugarcane as a commercial crop was widely spread in Ganges valley. Its organization systematic integration intro dependent parts to form a whole it is culture of relationship among various position or job. This structure of entity comprises horizontal and vertical authority relationship. It is system of the co-operative attainment of common purpose organization represents the hierarchical arrangement of various positions in the enterprises. Designing of an appropriate structure is essential for successful engagement.This several firm of organization but all of them are not suitable to all enterprises it depends upon the nature size and objectives of a particulars enterprises these for every department has to plan & developed an appropriate structure for itself. The search for job satisfaction seems to be going on at every level of the organi zations, by people all types of jobs, by young and old men and women, by white collar and blue-collar employees and by minority and majority. But according to Maslow, â€Å"Man is a wanting animal† As soon as one of his needs is satisfied another appears in its place this process is unending.It continuous from birth to death. Man continuously puts forth effort-works, if you please to satisfy his needs†. In such a continuous process of course, satisfaction in Seldom achieved. â€Å"The term job satisfaction refers to an employee’s general attitude towards his job. To the extent that a Person’s job fulfills his dominant need and is consistent with his expectations and values, the job will be satisfying†. Thus job satisfaction is essentially related to human needs and their fulfillment through work. COMPANY PROFILE The Salem Co-operative sugar mills ltd. Mohanur on agro-based industrial undertaking was established in Pettapalayam talus in Namakkal dist rict to fulfill the long felt need of the public in general and the sugar cane grower in particular. This area was traditionally a cane potential area. Normally the bulk of cane grower in this area was sent to namakkal district coop. sugar mills to cater to the need of the sugar cane grower of this area sugar factory was established with a crushing capacity of 2,500 TCD at a total project cost of Rs. 3,300. 00 lakhs. This sugar factory is situated Pettapalayam village, Mohanur talus in namakkal district about 20Kms from amakkal town and 50Kms fro Salem city. The location of the mills is 5Kms from Salem to Vellore main road. The area of the mills is 96. 14 acres. The mill was registered under the tamilnadu co-operative society’s act 1961 and 25th November 1987. The foundation stone was laid by the hon’ble chief minister of tamilnadu Dr. kalaingnar on 13. 05. 1990. The factory commenced its first crushing season on 1st October 1992. The unique feature of the mills is ins talling of 2. 5 MW co-generation plant using the bagasse as raw material at a cost of 01. 23 crores.The mill has obtained ISO 9001-2000 certificate during 2003 for a period of three years and subsequently renewed up to June 2009. To improve the mill efficiency, boiler efficiency and quality of sugar-modernization of mills and boiler with DCS system and installation of rotary screen for filtering the bagacillo in cane juice installation of auto PH control system, the tender finalized. The government of tamilnadu has sanctioned Rs. 57. 50lakhs under part II scheme. The Sugar Mill was registered under TamilNadu Co – operative Act on 29. 08. 1966 and was started in 15. 12. 966. The commencement of production activities stated in 20. 12. 1972. Another unit was started 28. 02. 1987 and its capacity was increased to 2000 TCD. The Industry covers a total land area 171. 73 acres including 20 acres for area of cane cultiration. 76. 73 acres for area of factory, 45 acres for housing and colony administrative office and 30 acres for Polytechnic. The area of operation covers entire Denkanikottai, Namakkal Pennagaram taluk part of Namakkal, Pochampalli taluk Namakkal District and Kadyampatti firika Omalur (T. K) in Salem District. CANE INFORMATIONSugar cane is a traditional crop of India and it’s under cultivation since time immemorial in the indo-gangetic belt. There are numerous mentions of sugar cane in several of our ancient books such as â€Å"Atharva Veda†, â€Å"Rig Veda† etc dataing back to 1000BC TO 3000BC. Foreign travelers to Iandia, about 2000 years ago, have mentioned about sugar cane. Buddhist literature has several mentions of sugar cane and sugar. GENERAL AWARDS TO THE MILL * Tamilnadu co-operative union, selected their mill for the best co-operative sugar mill in tamilnadu continuously for 06 years from 1979-83. The national federation of co-operative sugar factories limited also awarded Second prize in tamilnadu level cane devel opment (low recovery zone )at 2002-2003. * Tamilnadu government award first for the recovery and production of sugar in 2003. QUALITY POLICY The salem co-operative sugar mills ltd. ,consistently manufacture and deliver sugar of quality that comply with national and standard by 1. Strict adherence to product quality requirements and management system 2. Ongoing training and effective communication 3. Team effort and contribution by individuals in continual improvement programs.The salem co-operative sugar mills is situated and the salem dam at distance of 25 kms, from udumalpet which is the nearest town the factory and residential colony is located in an extent of 158 acres of krishanapuram village. AREA OFOPERATION The salem co-operative sugar mills LtdArea of Operation consists of a Tirupur district (Madathukulam taluk part, Udumalpet taluk part, palani taluk part), in Coimbatore district (pollachi taluk part,) and near around 86 village level. Our Sugar Mills consists of 4 divisio ns and 2 sub divisions in which 12 cane sections are functioning Objectives of the millsThe main objective of the mill shall be manufacture of white sugar from Sugarcane and the sale if sugar so manufactured along with the by products to the best advantage of the members. Management The management of the mill was vested committee of the management comprising of 21 directors nominated by the Government of Tamilnadu. The term of office of the committee expired on 31/07/87. Now the Government has appointed an Administrator in the place of the committee of management. Production capacity Initially the mill was installed to crush 1250 TCD (Tones of crushed per Day).From the year 94-95, crushing season the crushing capacity has increased from 1250 TCD to 1500 TCD. Total number of employees There are 450 workers and officers workers in TCSM. 175 NMS are working in the mills. There is also a full timeMedical officer appointed for dispensary inside the mill preises. Departments There are sex departments in TCSM. They are 1. Purchase 2. Production 3. Quality Control 4. Stores 5. Sales 6. Accounts 7. Cane SCOPE & OBJECTIVES OF THE STUDY OBJECTIVES OF THE STUDY The Objectives of the study are: * To familiarize with business and service organization. To Getting practical experience regarding the organization function. * To learn about the policies and function of the organization. * To get industrial exposure and experience. * To understand the production and selling methods. SCOPE OF THE STUDY * The study is mainly based on the details collected from each department. * It provides better understanding at function level of each department. I. e Purchase, production, sales, finance and human resource management. * Each and every activity of the company has been studied very carefully with the data available. Apart from that I gained knowledge of the functioning of different department and their inter relationship with each other. * This study helped me familiarize with the manufacture and selling the sugar. OBJECTIVE OF THE ORGANIZATION OBJECTIVE OF ORGANIZATION: * To become the preferred of personnel by offering highest quality of work life n the industry. * To be the most outstanding supplier in the industry during by meeting customer expectations. * To be the first place among locations in the company in ‘earnings per employee’ ratio in the industry during the present decade. To achieve at least 10% growth every year in turnover, profits and value addition. * To implement measures to ensure zero defects, there by customer delight will be achieved. * To raise share capital and deposits from the members. * To raise loans supplementary loans and in term loans supplementary loans and in term loans for investment in Block assets. * To provide welfare facilities for the employees. * To recruit and appoint on Permanent, Temporary contract basis or in any other manner considered necessary by the committee of the society. To undertake measured for the increased produced of sugar cane and supply of seeds manure, implements, irrigation facilities and other products requested and provisions of technical advice regarding improved cultivation practices. * To run educational and technical institutions for the benefit of cane growing members and employees of the sugar mill. * To provide for the welfare of the person employed by the Co – operative society. AREA COVERAGE: * Early and Mid season planting * 70% * Late season planting * 20% * Special season planting 10% SEASONS FOR SUGARCANE * Early –December –January (Margazhi –Thai) * Mid –February –March (Masi –pankguni) * Late –April –May (chitthirai-vaikasi) * Special –June –August (Aanni-Avani) COMPANY VISION AND MISSION: VISION: * To become no. 1 among all cooperative sugar mills in the state in all aspects. * Empower employees for shouldering higher responsibilities resulting in job enrichment and jo b satisfaction. * Aim to grower in business and to make the senior officials of by grooming and motivating them. MISSION: Strive to achieve excellence in manufacturing sugar through our dedicated, loyal and committed work force to enhance customer satisfaction. * Strive to achieve maximum value addition trough the most effective use of resource. PURCHASE DEPARTMENT PURSCHASE DEPARTMENT INTRODUCTION: Subramanian Siva co-operative sugar mills handle the scientific and modern methods’ of management to procure their Raw materials for the production. Brine reading is the instrument used to measure the sugar contents of the sugar cane. If the content of sugar is low; the sugar cane will be allowed to grow for one or more months.They get the sugar cane form gopalapuram, dharmapuriDistricts. LIST OF SUPPLIERS: In respect of the sugar units in Tamilnadu, there is a list of registered suppliers for subiramaniya Siva Co-Operative Sugar Mill, such as Calcutta, Bhubaneswar and Cuttack whi ch are suppliers of raw materials, who are notified sugar belts in India? The name and address of the suppliers are maintained by the purchase in charge staff. This list has to be updated as per the format then and there, whenever new vendors are added, the supplier’s registers are to be maintained as per the format. ENQUIRY:As soon as the valid purchase requisites are received, local city or head office shall float Enquiries as to whenever cane is to be sent to the manufactures. PURCHASE ORDER: The purchase orders are to be paced by the department of purchase with the approval of the approval of the Deputy Manager (DGM). These Purchase orders placed under the conditions are supervisions of Deputy General Manager (DGM). TERMS AND CONDITIONS OF PURCHASE ORDER: The purchase order must contents the complete satisfaction of the materials. The details are as follows: 1. Quantity 2. Mode of delivery 3. Price 4.Duties and Tax Insurance 5. Order number 6. Pre-payment Great care is ta ken by the officials before placing the order, to avoid over stocking and loss of interest. The breakup delivery schedules are strictly followed to avoid losses when planning bulk-orders. The purchase copies are distributed to various levels of the Organization and vendors. Usually 7 copies of purchase bills prepared. 1. Original copy to supplier 2. Copy to Vice-President 3. Copy to Senior Manager 4. Copy to Stores 5. Copy to indenting department 6. Copy to purchase department 7. Copy to General Manager PAYMENT PROCEDURES:Salem Co-Operative Sugar Mill and chemicals Ltd. , follows the following procedures for Payments. Minimum 30 days of credit is required Stocks are sent through bank/directly Some purchases are made by cash. No advance is paid. CANCELLATION OF PURCHASE ORDER: The purchase order may be cancelled with the approval of Deputy General Manager Specifying requirements. RECEIPTS AND INSPECTION OF MATERIALS: The consignments are received and formally scheduled against the pu rchase order and the purchase order and the invoice issued by the suppliers. Acknowledgements are issued to carriers.Acknowledgements are issued to suppliers. The Storekeepers takes the responsibility of these goods STORES DEPARTMENT: An organization can have various types of stores like raw materials, store, processed or semi-finished material store, finished goods store and so on. Such range from ordinary one with shelves and bins to cold or dehumidified storage, huge silos for storage of food grains or bonded stores for keeping goods on which customs and excise duties have not been paid. Storage is essential part of the economic cycle and stores management is today a specialized function which can contribute significantly.DUTIES AND RESPONSIBILITIES OF STOREKEEPER: To receive the materials. To keep materials in the right place and in the manner Prescribed. MAJOR RESPONSIBILITIES OF STORES DEPARTMENT: * The major responsibilities of stores are listed below: * Identification of all material stores. * Receipt of incoming goods. * Inspect of all receipts. * Stores and preservation. * Materials handling. * Packing. * Issue and dispatch. * Maintenance of stores records. * Stores accounting. * Inventory control * Stock taking. PRODUCTION DEPARTMENT PRODUCTION DEPARTMENTProduction means creation of utilities and covers all the activities of procurement, allocation and utilization of resources such as labor, energy, materials, equipment, machinery, etc. production management involving planning, organizing, directing and controlling the production system. Management is the process of effectively programming, co-coordinating, controlling production. ABOUT THE SUGAR Sugar is an essential item of everyday food in human life. It is the provider of chief source sweetness to the food. Sugar is a carbon-hydrate which suppliers to the human about 13% of energy required for his existence.It supplies energy to the human body more quickly and more effectively. Apart from these, it is a cheaper source of energy than any other common food. PRODUCTION CAPACITY Initially the mill was installed to crush 2000 TCD (tones of cane crushed per day). From the year 2009-2010, crushing season the crushing capacity has increase from 2000TCD to 2524 TCD. PRODUCTION PERIOD: Sugar is produced for a period of only 6 months in SSCSM from November to april since the recovery rate is high only in this period. FUNCTION OF FACTORY MANAGER: Production planning * Production control Quality control * Inventor control * Material handling * Work measurement * Cost control * Wage incentive to workers * Standardization and storage DUTIES OF DEPUTY CHIEF ENGINEER: The deputy chief engineer is responsible for the overall maintenance and working of factory machinery. He is answerable to the factory manager with respect to the working of the machinery. He prepares the purchase indents statements concerning the factory. Makes periodical checkups and ensures that all the safety arrangements , in asccordance with the factories Act, are duly complied with.He supervises the works of assistant engineer, supervises, typist and other workers is answerable on their part to the factory manager. DUTIES OF ASSISTANT ENGINEER (Civil): The assistant engineer (Civil)is responsible for the civil works of the entire factory. He looks the construction activities, if any, is responsible for repair works, patching works and overall maintenance of the factory buildings. He makes plans, schedules, etc for the construction and maintenance works and makes sure the buildings and premises and in accordance with the provisions of the act. DUTIES OF CHIEF CANE OFFICER: To target for cane cultivation in the cane command area of SSCSM * To issue cultivation orders at the due date to the members and cane growers of SSCSM DUTIES OF COME DEVELOPMENT OFFICER: * Supervise cane planting work. * Introduce new cane varieties to the cane assistant. * Advice others on the application of pesticides. * Check whether the members (subscription) share amount is received and deposited in the bank. * Convene meetings, supervise, issue circulars and verify cane weighment. CONSTITUENTS OF CANE JUICE: A) Water- 75 to 80 % b) Sucrose – 10 to 20 % c) Reducing sugar-0. to 3 % d) Organic matter other sugar – 0. 5 to 1% e) Inorganic compounds- 0. 2 to 0. 6 % f) Ash – 0. 3 to 0. 8% g) Total solids (Brick) – 12 to 23 % PLANT LAYOUT: There is sufficient area in the cane yard for unloading. Boilers are in straight line with mill house and preparatory devices. Power turbine is between mill and boilers. Juice weighing scale is located at the mill from where it is easy to know the quantity of juice entering the boiler house. DM plant is located to the boiler section. BAGGASE Baggase is the first by-product of cane sugar production.The fibrous residual matter left out after extraction of sugar cane juice is known as baggase. It contains about 48. 50% moisture, 48. 0% fibred and 2. 40% sugar and other minor constituents. It has been mainly used as fuel in boiler to raise steam. Nowadays it can be used for paper production. FILTER CAKE It is obtained from the cane juice, which is used as manure. In the process of clarification, the hot limed juice is delivered to large setting tanks. Horizontal compartments or tragus enable mud to slow down, and each having over flow take off clarified juice. The mud’s separating in the settling tanks is pumped to rotary filters.Here they are filtered under vacuum using some Powdered bagasse (bagacillo) as a filter aid. The PH of the mud to be filtered will be around 7. 5. the temperature of sludge is maintained around 60 C to enable effective filtration. The cake is continuously washed on the filter and some sugar is recovered here. The cake is rich in protein and waxes. MOLASSES Molasses is one of the important by-products; its production depends on the total quantity of cane crushed as well as varies from region. T he increases in the percentage of sucrose in molasses greatly affect the final quantity of sugar. molasses is the final effluent obtained in the preparation of sugar by repeated crysllization; it is the heavy viscous liquid from which no further sugar can be crystallized by the usual methods. WATER Commercial molasses have an average water content of 20%. The original end-products in the factory contain 12-17% water. The principal sugar present in the molasses is sucrose, glucose and fructose the later two making up the reducing sugars. The alkaline degradation of sucrose leads not only to glucose and fructose but also to psicose and other carbohydrates.Molasses sometimes contain another non-reducing sugar namely the trisacharide ketoses. QUALITY CONTROL DEPARTMENT: By the term quality control, we mean the process of control where the management tries to confirm the quality of the product in accordance with the predetermined standards and specification. It is a systematic control of those variables that affects the excellence ultimate products. OBJECTIVES OF QUALITY CONTROL; The following are the main objectives of quality control department: To assess the quality of the raw materials, semi-finished goods and finished products at various stages of production process.To see whether the product confirms to the pre-Determined standard and specifications and whether it satisfies the need of the customers. To issue the stores on proper authorizations and to proper persons following correct procedure and of course, within least possible time. WORK PERFORMED BY QUALITY CONTROL UNIT: * To see that the sugar properly granulated and is in the shape of cubes. * To see if the color of that sugar is white in color and if not return then for reprocessing. * The check whether the density of sugar cube is 650 microns. * The check the sweetness level of sugar by performing various chemical experiments.GODOWNS: Fro storing sugar and the other by-product separate godowns have be en arranged by the SSCSM. The godowns have been constructed and machines such as conveyor belts have been arranged so that sacks of sugar can be easily stacked and easily counted. Sugar godowns are always kept dark and no electric lines pass near it to avoid any outbreak of fire. The temperature and humidity levels are kept at optimum levels so as to store the sugar for long period. SSCSM there are two godowns maintains. This godowns capacity for 40000 tones (god own I is 30000 tones and god own II is 10000 tones)DUTIES OF GODOWN KEEPER: * The god own keeper is in charge of god own and he maintains all the details regarding the god own. * This work is continuous in nature. * He maintains records as to the incoming and outgoing stock of sugar and other by-product. SALES DEPARTMENT SALES DEPARTMENT STRUCTURE OF SALES DEPARTMENT Chief Administrative Officer Assistant Sales Manager Sales Ass Clerk Sales function is a very vital phase of the company. Actually, the major problem of today ’s company is not that of production but is that of sale.With the immense competition at every step of marketing, the problem of sales has outstripped the problem of production. Sales department is one of the important departments in SSCSM. Staffing pattern of Sales Department: Sales in charge _ senior clerk – junior clerk _ At tender Sales process: Sugar: The government of gopalapuram initiates the sales process of the mill. The government grants release order to the mill according to the [email  protected] 10% of manufactured white sugar is sold to Government societies and controlled rate and the rest 90% is allowed to be sold in the open market.The mill for such open market sale has appointed agent and he agent is Tamil Nadu Co-operative sugar federation Ltd. , Chennai. Rates levied by mill for sugar supplied to the government societies: Particulars| Amt,(Rs. )| Sale price (100kg. )| 1826. 54| Excise duty| 52. 00| Total | 1878. 54| Rates levied by the mill for sug ar sold to the open market through agent: Particulars| Amt. (Rs. )| Sale price (100 kg. )| 2865. 00| Excise duty| 85. 00| Total | 2950. 00| By- products Apart from selling white sugar, the mill is also engaged in selling the by- products, which are sold following rates.Sales activities regarding Molasses: Sales activities regarding Bagasse Sales activities regarding Filter- mud Sales activities regarding Molasses Molasses are the residues that are left over as concentrated cane juice is converted into sugar seed. Molasses are oil like residues and are disposed off by the mill in the open market. Sales Department is concerned with the sale of molasses and the method it adopts in disposing them is as follows: The Sales Department, at the end of each financial year places an advertisement in the newspapers inviting tenders from the interested and eligible persons and corporations.The last date for receiving tenders is fixed in the tenders and at the lapse of time, the tenders received till date are compared and the company quoting the highest rate is selected. The molasses are supplied to this company at the throughout the year. Normally, breweries and manufactures of alcohol are the purchasers of molasses and they supplied at the following rates: Particulars| Amt. (Rs. )| Sale price (100 kg. )| 1200. 00| Excise duty| 50. 00| Total| 1250. 00| Sales activities regarding Bagesse:Bagesse is the woody residue that is leftover as the juice from the cane is fully extracted. The Bagesse so extracted is largely used for generating power for the mill use. The sales Department dispose of the remaining Bagesse in the same manner as molasses. Tenders are invited alongside with molasses and are floated in the open market. Just like the sales process of molasses, the quotations is selected are successful contenders supplied Bagasse throughout the year. Normally, paper mills are the purchasers of Bagasse and the same is disposed off in the following rates Particulars| Amt. Rs. )| Sale price (100 kg. )| 600. 00| Excise duty| 50. 00| Total | 650. 00| Sales activities regarding Filter-mud Filter mud separated from centrifugal. This mud is used for agricultural purposes. Particulars| Amt. 9Rs. )| Sale price (100 kg. )| 23. 00| Excise duty| 0. 00| Total | 23. 00| Further, the Sales Department is in charge of disposing off scrapped machineries and tools which are sold at auction. Book maintained by Sales Department: * Sales Day Book * Sales Returns Book Sales Day Book: The mill in the sales day records all sales transaction.This register contains the details of the sales made by the mill. Sales Returns Book: This register contains the details of the sales returns made by the due to defective quality of material or damaged goods FINANCE DEPARTMENT FINANCE DEPARTMENT accounting is an ancient art, which was followed mainly to record transactions of the business to satisfy the requirements imposed by the fiduciary relationship between the business such as creditors , financial institution, etc. it is the skeleton part of every organization without which an organization is difficult to survive.However, the modern accounting is much more development and scientific where they use accounting principles for taking decisions and plans accordingly Duties of Accountants: * To control the activities of accounts department and ensure its smooth functioning. * To take responsibility of maintenance of accounts. * To fix the norms of expenditure and instruct the sub-ordinates to comply with them. * To prepare annual accounts and publish them. * To supply financial information to the concerned persons. Functions of Accounts Department: * Maintaining cashbook and bankbook. * Preparing debit and credit notes. Posting journals to ledger books. * Maintaining general ledger book. * Preparing the Trial Balance, profit and loss account and Balance sheet. Books maintained by the Accounts Department: Subsidiary books: Subsidiary books are prepared to record day to a ctivities of the mail. The subsidiary books include purchase books, sales books, purchase returns book, sales returns book, etc General Ledger: Journal entries are posted to the General Ledger books and in the SSCSM, the General Ledger books may be classified as follows: Capital ledger books: * Capital ledger book is a composite of the following books: * Shape capital book. General reserve book. * Sundry creditors. * Sundry debtors. * Fixed asset. Purchase ledger. Expense and other incomes ledger. Vouchers: Vouchers are the documentary evidence in support of the transactions in the books of accounts. Vouchers are receipt or document showing the payment of money. Accounts Departments of SSCSM prepares:1)Cash vouchers. 2)Bank vouchers. Cash vouchers: Cash vouchers are prepared for all the transactions involving the cash payment upto Rs. 500. Bank vouchers: Bank vouchers are documents made either through bank or for directly for the supporting of the mill.Journals: Journals are the pri me entries of transactions which help in the preparation of ledger accounts. In SSCSM, the journals book is a loose-left book and entries are entered in a paper and then filed. These entries are recorded whenever transactions occur. Depreciation Schedule: The SSCSM follows written down method of computing depreciation and recorded separately. Debit Note: If a part of the consignment is returned for certain reasons or the invoice is found to have been wrongly overcharged, a debit note is prepared and sent to the supplier.Credit note: If the invoice is understated as to the amount, a credit note is sent to the supplier effecting adjustment in accounts. Bank reconciliation statement: Sometimes it happens that passbook does not agree with the cashbook maintained by the accounts department. To overcome this difference, a bank reconciliation statement is prepared by the account department. I. Trial balance Trial balance is the summarized statement showing the debit and credit balance of t he ledger account and states the accuracy of the accounting process by balancing both sides.II. Trading and profit & loss account: Trading and profit & loss is a statement showing the expenses and incomes relating to the production and administration activities of the mill. III. Balance sheet: Financial position of the mill is ascertained in the balance sheet which is a composite of assets and liabilities. PERSONNEL DEPARTMENT: Personnel department is the most important department in any organization, which deals with most important factor that factor. This department is primarily concerned with human relationship with the company.The personnel function is concerned procurement, development, compensation, , maintenance, records, research and audit of the personnel of an organization for the contributing towards the accomplishment of the organization’s major goals or objectives of the organizations. HUMAN RESOURCE DEPARTMENT HUMAN RESOURCES DEPARTMENT INTRODUCTION: Department is the most important wining in the organization, planning, developing and co-coordinating the human resource committees department. HR is working under the direct control of the factory manger.The HR department is one of the important departments, which looks the whole department in the organization. The hr department in SSCSM is full control over the safety, welfare, security, administration in the organization. HUMAN RESOURCE DEVELOPMENT: * To determine in company promotion. * To develop the full potential of employees and the departments. * To facilities selection and appointment. * To help the management for developing and training programs. * To help to identify the worthy people. * To support wage and salary administration. FUNCTION OF HRD: The main function of this department is to control allocate and co-ordinate the employees. Recruitment of staff, workers, etc. , in co-ordination with the department heads. Maintains of proper personnel records and files for staffs and fol low up of the matters concerned with the increments, promotion, allowances, leave etc. * To maintain proper liaison with the accounts department regarding payment of wages etc. , by giving proper information regarding increase of wages and other claims etc. Working hours are strictly maintained by way of punching system with fully computerized mechanism. ADMINISTRATIVE SETUP OF HRD:The Human Resource Department in SSCSM works very effectively to obtain the objectives of the company, in a sugar factory, Human force is the main machine used to produce the sugar, therefore maintaining good relationship among the person is essential, this is possible and effective through the proper functioning of Human Resource Department. SPECIAL OFFICER DEPUTY MANAGER STAFF TIME OFFICE RECRUITMENT: To process of filling the various positions in an organization by selecting suitable and qualified person are called as recruitment, In Subramanian Siva co-operative sugar mills ltd recruitment is done in two ways.Application are called for through advertisement in newspapers, The details of the position, scale of pay, qualification needed, experience required and other details are also published, Subramanian Siva co-operative sugar mills ltd is followed the principle Hire Ship employment, through the voluntary retirement scheme (VRS) any employee can get retirement and provide an opportunity for his son or son-in-law to get a job in the organization. SELECTION: The selection interview is the formalities arranged to select highly intellectual genetic and creative staff to the company, the skills are tested appointment.After receiving the application from candidates for the vacancies, they will be called for selection, they selection is two types. WORKING HOURS: Subramanian Siva co-operative sugar mills ltd works continuously for 7 days in a week and are rightly supported by the employees, the time schedule is strictly followed and maintained, The employees can take 5 minutes as late, salary will be reduced according to the standing order, Monthly one hour permission is allowed by the company. PAYMENT OF WAGES: As per payment of wages act 1936. pesonnel department is sole responsible for the payment of wages.Every month of 1st day the employees are allowed to get wages. There is no delay in payment. Following are the deductions made from wages. * Recovery of loan * Loss of pay for absent * Standard deduction * Co-operative society bill * Insurance CONTRACT LABOUORS: * Security * Sugar loading * Sugar unloading * Stores materials loading and unloading * Civil works * Garden maintenance There are 3 Shift timing is as follows; 1st Shift – 6am to 2pm – 278workers 2nd Shift – 2pm to 10pm – 262workers 3rd Shift – 10pm to 6am – 250workers GENERAL SHIFT:Workers – 8. 30am to 5. 00pm Staff – 9. 00am to 5. 00pm Lunch Time – 1. 00pm to 1. 30pm General shift is engaged with 196 employees, totally there are 380 em ployees including officers. Manufacturing – 101workers and officials Engineering – 147workers and officials Cane – 74workers and officials Administration – 58workers and officials The company strictly follows the attendance for the employees. The exemption and permission are granted only for 5 minutes.After the time lag of 5minutes, the employee is marked as ‘Late’. If the employee is late by 10minutes of his shift time the employee is concerned as ‘Absent’. In SSCSM, computers are used to maintain the attendance of the employee. Each employee is allotted with a card namely â€Å"Punched card†. On the arrival, the employee inserts the card into the card-reader of the computer. The computer registered his name and marked the attendance automatically into its memory. The person in the time office checks this entry and everyone is having a â€Å"code word†. TYPES OF THE WORKERS: * Permanent workers-187 * Seasonal worke r-170employees Non-seasonal worker/regular workers-102employees * Trainees-2 * Government Apprentices-1 * Casual workers-10 LEAVE: * Routine leave * Sick leave * Privilege leave * Casual leave * Holidays * Gratuity Routine leave: Seventh day of every week is provided as routine leave for all the staff and is considered as a holiday. Sick leave: The sick leave is allowed for 7 days to the workers during their sick periods. But 30 days credit is allowed for each employee and they should submit a doctor’s certificate. Privilege leave: Those workers who have worked for more than one year are eligible to enjoy the privilege leave.Staffs and workers are eligible for 19 days. The workers can keep unto 30 days as credit and staffs unto 42 days as credit in their account and any leave more than 42 days is considered as absent. The workers have to work 20 days to reduce one day in his privilege leave account. Casual leave: Each worker is allowed 10 days as casual leave without any cons ideration. Holidays: Subramanian Siva co-operative sugar mills ltd allowed holidays for 9days, which includes 4 nationals holidays. Any employee is working on these days is eligible to get double wages. EMPLOYEES PROVIDENT FUND: All employees are eligible for provident fund contribution. 2%empolyee’s contribution and 12% employer’s contribution. After completion of 7years the employees can apply for loan. Ex: Medical expenses, children’s marriage, construction of house etc. The following forms are used in SSCSM: Form 2 – nomination Form 12 notify net balance Form 3A yearly account Form10C scheme certificate Form10D pension Form 13 TRANSFER OF PF/EPF A/C Form 19 claiming of PF PENSION: Pension fund was introduced since 1995.The employees are allowed to get 8. 33% as pension. The employees are eligible for pension, if he is service after the age of 58 of workmen compensation Act. This fund is called employees deposits. Linked insurance (EDLI), after is all owed up to maximum Rs. 62. 500 at the time of his death. BONUS: Bonus is given to all employees according to the provisions of payment of bonus Act. The company provides 20. 7% as bonus SAFETY: The management takes various steps to ensure safety for the employees. All the regulations as per the factories Act, the welfare for the employees are strictly followed. MEDICAL FACILTIES:The employees are provided with the free medical service in the factory. There is a doctor’s available in the campus for 3 hours in a day and a staff nurse for all 24 hours. UNIFORMS: The workers are provided with sales of new uniforms every year. The color of the uniforms employees. The company also provides shoes, gloves and jackets to specific workers in the plant. CANTEEN: Canteen is run by the management. It provides food and tea at a subsidized rate. The company provides tea without cost. It is supplied on the spot in morning and evening at 11’o clock respectively. The company provides te a and biscuits to the workers who in night shift.COMMUNICAION: The communication procedure followed is very efficient. The message is conveyed with the help of circulars and notices to the employees and the oral communication system is followed. Intercom facilities are available for works. Public telephone is provided for the workers can be used by paying for the same. CIVIL SECTION: The civil section department concentrates on all civil works which is necessary both inside and outside the factory. It maintains the following things. * Drivers’ rest room * Cane growers rest room * Water supply * Quarters * Employers rest room and * Road maintenance PROBLEMS AND ISSUSESProblems and issues Internship training is one of the important part in MBA, internship training gives lot of benefits to the students; they are getting the practical knowledge in all aspects. While studying theoretically they don’t know the actual accurate meaning of a topic, but internship training givin g that. At the same time some problems also happened during the internship training, most of the industries don’t allow the students for the internship training, because they don’t like to publish their company matters in to the external factors and also they don’t like to disturb their employees work.There are several problems during the internship training that are classified in to: Problem faced by student I met a lot of problems during the internship training program; the company didn’t allow me for do my training. After five days from the starting stage only got permission that too by the recommendation. They told me a lot of instructions at first i. e, they don’t to give the exact financial information and they didn’t allow to take a photos of the machinery they gave me the booklet of the machinery, from which I got some ideas about production process.I was permitted 3 days a week for visiting the machinery that too in the early mornin g or in the after noon section. Because that time only the machinery in the shutdown stage During the working progress they don’t allow me inside the production plant, they feel that it is not safe for me, but if they have allowed me it will be little bit helpful for me to understand the production rather than now. Inside the production plant there are large number of glass powder dusts in the floors and walls, which made some defects in my skin. problem faced by the Organization: Last year all the employees strike at four times. For the reason of they want to salary for their qualification and their level based. * Government announced your requested is going on but till now this problem not solved. FINDING AND SUGGESTION FINDING AND SUGGESTION This Coop. Sugar Mills records shows that gradual improvements and depressions continued successively. Because of some factors like government policies in setting minimum support price for sugarcane, levy for sugar trade, less quality sugarcane, monsoon failure and other factors.In financial aspect, level of debt is high when compared to their equity’s position. So, this is riskier for this sugar mill. My suggestion for this sugar mill is try to get stimulus package from Government. This Government undertaking co-operative sugar mill’s main objective is to provide service not for profit. So in this type of situation, this mill must require some financial help from our Government to continue this type of services. Also by implementing Co-Generation, Distillery and Ethanol Projects, the Mill relieve from the clutches of financial burden and survive in the coming years.The production machinery is all has heavy damage so its need for change new one its will be increase the output level and produce more quality product. A government takes the action means easily solve problem and avoid stick getting higher production. The standard norm for the current ratio is 2:1. from the study it is inferred that the current ratio of the firm is almost satisfying the standard norm and from the financial position itself we can find that the company’s financial position is sufficient.From the study it is inferred that the quick ratio of the company is fluctuating over the years The study period which is also showing a fluctuating trend, decline in the cash ratio is because of payment of credit and unavailability of cash in hand. The inventory turnover ratio is indicates favorable over the year The debtors turnover ratio increasing and decreasing the every years The fixed assets of the company from 2006-2007 to 2010-2011 is fluctuating. The FATR ratio is also indicating a fluctuating tendency.In an decreasing trend of fixed assets. The forecasted value of working capital shows increasing value of a deficiency of working capital. Due to increase in sale The forecasted value of sales shows an increasing trend. The forecasted value of profit shows an increasing trend. The forecasted value of cu rrent asset shows an increasing trend. SUGGESTIONS Current year net profit ratio better than 2007-2008 because of positive results The current ratio in 2007-2008 Cash ratio increase the every year, so able to spend the office expenses.Inventory holding period increase the current year. The debtors of the company is increasing over the years, company should adopt a competent credit policy to attract the customers. Increasing debtors is a solution to overcome the liquidity problem. The amount of working capital of the company is increasing the last four years. So the company should increase the current assets by increasing its cash and bank balance. The company can reduce the cost of production and try to improve its profitability. CONCLUSION CONCLUSION OF THE TRAINING:The co-operative sugar mills Ltd is a government undertaken mill functioning under the control of administrator and other officers. From the viewpoint of office management, the mill is following standard systems and pro cedures and with qualified and experienced staff, is functioning satisfactorily. The mill plays a vital role in uplifting the economy of the rural areas and provides employment opportunities in employing persons in cane fields and in the factory as well. It contributes substantially to the total sugar production and its endeavor to manufacture exportable quality of sugar is noteworthy effort.Thus, the Siva Subramanian co-operative sugar mills Ltd is a boon to the developing economy mohanur and places of Tamilnadu as well. So the company can go in the same direction and take necessary steps to improve the sale. It is high time for co-operative sugar mills to formulate certain policies to keep a well monitored its sale in the competitive market for better profitability, reliability, consistency. If all the policies will adopt by a company in a proper way and to utilize the resources effectively then it will sure that the company will reach its high profit.

Use risk perception and risk communication perspective to evaluate the Essay

Use risk perception and risk communication perspective to evaluate the disaster management policy-making process - Essay Example Use risk perception and risk communication perspective to evaluate the disaster management policy-making process The earth has been found to be the only life-supporting planet for now. At least even if humans can live on other planets, it is the earth we all live on now.So if we are talking about keeping the earth intact and productive, then we should be thinking of ways of reducing; if not stopping disasters from occurring. The Assam Government Disaster Management Policy (2010) explains that â€Å"disaster is a sudden, calamitous event bringing great damage, loss, and destruction and devastation to life and property.† Sadly, the source continues to note that â€Å"the damage caused by disasters is immeasurable and varies with the geographical location, climate and the type of the earth surface/degree of vulnerability.† This explanation alone reechoes a very scaring situation whereby the fight against disaster must be embraced with all seriousness and urgency. Speaking of the need to fight disasters, the International Federation of Red Cross and Red Crescent Societies Disaster Man agement is quoted in World Confederation of Physical Therapy (2011) as pointing to disaster management as the most effective way of fighting disaster; explaining that â€Å"disaster management is the organization and management of resources and responsibilities for dealing with all humanitarian aspects of emergencies, in particular preparedness, response and recovery in order to lessen the impact of disasters.† ... At the evaluation stage of policy making, policy makers are offered the opportunity to critically scrutinize the feasibility, achievability, effectiveness and usefulness of any given policy. Having noted this, it is important to appreciate the fact that for disaster management evaluation to go on successfully without any setbacks, there are a number of factors that need to be put in place and a number of mechanisms that need to be used by facilitators. Two of these factors and mechanisms are risk perception and risk communication perspective. These two elements come in best when utilized will ensure that the eventual implementation of disaster management policies achieve their needed results. To this end, this essay seeks to explore the use of risk perception and risk communication perspective to evaluate a given disaster management policy-making process. Literature Review Overview of disaster management policy making process and its importance Policy making process takes place day i n and out in different quarters of organizational set ups. Even at the national level, there are several policy making processes that take place day in and out. Policy making processes are necessitated when the need to have policies in place arise. Sycamnias (2008) states that â€Å"according to a dictionary definition, policy is "any course of action followed primarily because it is expedient or advantages in a material sense."† Without any question, disaster management is such an important phenomenon that it needs a whole policy formulation to get it underway. As part of the importance of taking disaster management through the policy making process, taking disaster

Cooperative Learning Activity and Paper Essay Example | Topics and Well Written Essays - 500 words

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American Intellectual Union Research Paper Example | Topics and Well Written Essays - 750 words

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Investigating circuit city comany Article Example | Topics and Well Written Essays - 1250 words

Investigating circuit city comany - Article Example The company was one of the largest consumer-electronics retailers and was also one of the pioneers in the industry, having been founded by Samuel S. Wurtzel as a television store in 1949 (Hartung, 2010) Circuit City achieved tremendous growth from its inception through to the early 1990s. This growth was highlighted by the company’s stock increasing at an annual average rate of 50.5 percent in the decade after going public in 1983, beating all industry peers and placing it at the top of the Fortune 500 service companies' rankings for having the highest return to investors. (Gilligan, 2008) Emerging competitors like Best Buy and Wal-Mart, did not stand a chance of dethroning Circuit City as the dominant force in the consumer-electronics retail market during this period. However, before long, the scenario changed. The grasp that Circuit City held on the market steadily loosened following a string of decisions made in the 1990s. This began when the company tested new ventures tha t distracted its executives from the core business. Circuit City intended to keep up its rapid growth rate by exploring a variety of businesses. It created CarMax in 1993 and followed that by entering the home-security business, which it eventually sold. Later on it was to test the installation and repair of home air-conditioning and heating systems, which it discontinued. The chain even considered opening large furniture stores but scrubbed that plan. (Gilligan, 2008) After all this, the company still invested more than $200 million into creating and selling Divx, a digital video disc rental system. This was to be a massive failure as the system’s viability was questioned by Hollywood studios and other retailers, forcing the company to pull the plug on the project. Circuit City had a lot going on as its executives tried to figure what business to explore, all along straying further from its core business - consumer-electronic retailing. Why over-invest in unknown businesses with low growth rates, rather than invest in known markets with high growth rates? (Hartung, 2010) These experiments allowed Best Buy to gain considerable advantage over Circuit City. Circuit City was complacent in addressing the obvious growing threat from its most formidable competitor, Best Buy - a fatal mistake in the fiercely competitive and fast-evolving retail-electronics industry. Best Buy was a Minneapolis-based retailer that was half the size of Circuit City by sales and number of stores in the early 1990s. Circuit City did not take Best Buy seriously enough since they were not making as much revenue as they did, so why question a successful model they thought. Best Buy on the other hand did not want to emulate Circuit City; it was rather a question of how to be better and different from Circuit City. The intensity of Best Buy’s growth was so significant that by the late 1990s it had a commanding lead over Circuit City in sales per store and unseating Circuit City a s the top consumer-electronics retailer by revenue. From then on, Circuit City was always playing catch up. Due to the expansion of the business into new markets, Circuit City set up many of its new stores in areas with low market growth. These inferior locations opposed to high growth areas where its competitors set up shop, was later a real cause of concern since the new stores had lower returns. Circuit City di

European Court of Justice - Free

European Court of Justice Free Movement of Persons Essay From early on it became clear to close observers of the EU that the role and rule of law were going to be critical in anchoring EU policy regimes. If the legal system could ensure a high rate of compliance, a way of giving authoritative interpretation to disputed texts, and a means of redress for those for whom the law was created, then the EU process as a whole would gain solidity and a predictability that would help it to be sustained. The ECJ was established in the first treaty texts; these have been virtually unchanged since then, except to cater for the increasing workload and successive enlargements of the EU membership. The ECJ, sited in Luxembourg, is now composed of fifteen judges, as well as the nine advocates-general who deliver preliminary opinions on cases. The SEA in 1986 established a second Court of First Instance, composed now of fifteen judges, to help in handling the heavy flow of cases. The EU has thus something like a supreme court, able to provide an overarching framework of jurisprudence, as well as to deal with litigation, both in cases referred via the national courts and in those that are brought directly before it. The Courts sanctions are mostly the force of their own rulings, backed up in some instances by the ability to impose fines on those (usually companies) found to have broken EU law. The T EU gave the ECJ power to fine member governments for non-application of European law. Also, as a result of its own rulings (especially one of the Factortame cases on fisheries see Chapter 13), damages can be claimed against governments that fail to implement European law correctly. The Courts take their cases in public, but reach their judgments in private by, if necessary, majority votes; the results of their votes are not made public, and minority opinions are not issued. A series of key cases has, since the early 1960s, established important principles of European law, such as: its supremacy over the law of the member states, its direct effect, a doctrine of proportionality, and another of non-discrimination. In doing so the ECJ has gone further in clarifying the rule and the role of law than had specifically been laid down in the treaties. In some policy domains court cases have been one of the key forces in developing EU policy regimes. Table 1. summarize the pattern and volume of cases before the Court. Table 1 New cases at the European Court of Justice, 1972-1997 (no.) (five-year, periods, Since 1972; five-year 1992-1997; each year given) Subject-matter Cases 1972 1977 1982 1987 1992 1993 1994 1995    1997    until       1971    Agriculture and 99 36 61 83 81 198 210 65 70 60 66 fisheries Transport 3 2 4 5 14 10 11 5 3 11 Taxation 27 1 2 9 35 20 21 25 36 33 61 Free movement of 53 3 25 56 45 33 58 86 79 50 61 goods and customs Competition and 38 6 10 42 34 54 35 20 35 28 45 state aids Freedom of 3 2 4 12 12 20 47 34 46 39 establishment and to provide services Free movement for 37 11 19 17 35 49 59 44 54 70 51 workers and social policy Environment 15 11 11 42 59 47 Rest a 2 16 21 44 23 43 29 26 54 34 Staff of EU 268 23 25 85 77 9 10 5 15 13 14 institutions b Other(ECSC, EAEC, 25 27 11 9 4 13 4 15 privileges and immunities) All 895 82 162 348 395d 438 486c 347 409 420 444 a Inc. common commercial policy and cases under agreements with third countries. b These are contract and social security cases of EU civil servants, mostly dealt with by Court of First Instance created in 1989, except for appeals to ECJ. This strong legal dimension has a large influence on the policy process. Policymakers pay great attention to the legal meaning of the texts that they devise; policy advocates look for legal rules to achieve their objectives, because they know that these are favoured by the institutional system; policy reformers can sometimes use cases to alter the impact of EU policies; and in general there is a presumption that rules will be more or less obeyed. Hence policy-makers have to choose carefully between treaty articles in determining which legal base to use, and to consider car Efully which kind of legislation to make (Reich Harbacevica, 2003). Regulations are directly applicable within the member states once promulgated by the EU institutions. Directives have to be transposed into national law, which allows some flexibility to member governments, but within limits set by the ECJ. Decisions are more limited legal instruments applied to specific circumstances or specific addressees, as in competition policy. All three kinds of law may be made either by the Commission (under delegated powers), or by the Council, or jointly by the Council and EP (under co-decision). And all are subject to challenge through the national and European courts. The vigour of the European legal system is one of the most distinctive features of the EU. It has helped to reinforce the powers and reach of the EU process, although in recent years the ECJ has become a bit more cautious in its judgments. We should note also that in some policy domains member governments have gone to considerable lengths to keep the ECJ out of the picture. Part of the reason for the three-pillar structure of the T EU was to keep both CFSP and JHA well away from the reach of the European legal system. Even though the ToA goes some way towards incorporating parts of JHA and Schengen more fully within the system, it remains contested how far they will be brought within the jurisdiction of the ECJ. One issue which floats in the debate is how far the other European legal order, based on the European Convention of Human Rights attached to the Council of Europe, is to be linked to the EU, and whether the EU should adopt its own Charter on Fundamental Rights. The wider institutional setting The EU institutional system includes in addition a number of additional organizations that have an impact on, or provide instruments for, EU policies. Some are consultative. Some provide control mechanisms. Some provide autonomous operating arms. Consultation and lobbying The founding treaties established the Economic and Social Committee (and the Consultative Committee for the ECSC) as a point of access to the policy process for socioeconomic groups. Its creation borrowed from the corporatist traditions in some of the founder member countries. It has not, however, become an influential body in the policy process. Instead socio-economic groups have found their own more direct points of access since the 1960s, both through EU-Ievel federal associations and through sector-specific trade and producer organizations. These became even more active in the period around the development of the single European market (Forder, 2002). Individual large firms have also taken pains to develop links with the EU institutions, again some since the 1960s, but many more and with more vigour since the early 1980s. A more recent development has been the increased activity of groups and lobbies representing societal interests, the consumers, the environmentalists, womens groups, and increasingly a range of other advocacy groups and nongovernmental organizations (NGOs). Illustrations of the activities of these different kinds of groups can be found in many of our case-studies (Groenendijk Guild, 2001). The TEU introduced a second consultative body, the Committee of the Regions, in response to the extensive involvement of local and regional authorities in seeking to influence those EU policies that impacted on them. The Committee provides regional and local politicians from the member states with a multilateral forum, and an opportunity to enhance their local political credibility. At least as important, however, is the direct lobbying by infranational (local and regional) authorities, many with their own offices in Brussels. These same infranational authorities also engage in efforts to influence national policy positions and the implementation of Community programmes. Chapters 9 and 13 comment on this in relation to the structural funds and the common fisheries policy. Control and scrutiny In the mid- 1970s concern started to be voiced that the EU policy process was subject to few external controls. The EP at the time had few powers, and national parliaments paid rather little attention to EU legislation and programmes. It was the growing scale and scope of the EU budget and spending programmes that led the arguments about the inadequacy of scrutiny. This led to the creation of the European Court of Auditors by the 1975 Budget Treaty. Since 1978 it has, from its seat in Luxembourg, endeavoured to evaluate systematically both revenue-raising and spending. Both in its Annual Reports and in specific reports it has drawn attention to various weaknesses in the budgetary process, as handled by the Commission and national agencies. Here we should note that about four-fifths of EU budgetary expenditure is disbursed by national agencies. Chapter 8 describes some of the Court of Auditors activities and impact. We note here that many of its criticisms fell for many years on deaf ears member governments that were reluctant to face up to some of the issues, an EP that had other preoccupations, and a Commission which repeatedly undervalued the importance of sound financial management. In late 1998 this situation was reversed by the row over alleged financial mismanagement by the Commission. Another new instrument of post hoc control is provided by the Ombudsman attached to the EP under the provisions of the TEU. The aim is to provide a channel for dealing with cases of maladminstration vis-à  -vis individuals. Thus far the existence of this office has not had a large impact, although it may have contributed to making the policy process a little more open than hitherto. Some control and scrutiny of policy depends on national institutions, both parliamentary and financial. National parliaments had no official recognition in the institutional system until the early 1990s. Each member state had developed its own, mostly rather limited, procedures for national parliamentary scrutiny of EU policy. The same discontent that had led to some strengthening of European procedures started to provoke a debate on national scrutiny. Both the T EU and the ToA mention the importance of encouraging this, although there is little likelihood of standardized procedures emerging. Instead it seems likely that EU-level policy-makers, especially in the Commission, will pay more attention to national parliamentary discussions and appear more readily before national parliamentary committees of inquiry. This heightened sensitivity to country-level preoccupations is becoming a more marked feature of the EU policy process. It may well be emphasized by the establishment of national parliamentary offices in Brussels (by September 1999 from Denmark, Finland, France, and the UK). From market citizenship to political and social citizenship As mentioned previously, 184 it was at the 1972 Paris Summit that European economic integration was put into a broader perspective of social welfare. Since then, the neo-liberal philosophy that was at the basis of the European Economic Community (and still is, to a large extent, at the basis of the European Community, that is, the first pillar of the Union) was gradually turned into a more socially oriented philosophy. From a perspective of citizen rights, this means that the rights that citizens enjoy by virtue of EC law are no longer only â€Å"market rights† but have been enlarged to include â€Å"political rights† as well, and slowly also â€Å"social rights† in the broad sense of the word, that is, rights (and duties) concerned with peoples welfare generally, including work, education, health, and quality of life. 185 This transformation started with the incorporation, by the Maastricht Treaty, of a new part II in the EC Treaty, entitled â€Å"Citizenship of the Union† and composed of Articles 17–22 (ex 8–8e) EC. According to Article 17 (1) EC, citizenship in the Union, â€Å"complement[ing] and not replac[ing] national citizenship, † is established and accorded to every person â€Å"holding the nationality of a Member State.† The rights enjoyed by Union citizens are, according to Article 17 (2), â€Å"the rights conferred by [the EC] Treaty †¦ subject to the duties imposed thereby.† Those rights are in the first place the internal market freedoms (in the exercise of which discrimination on the basis of nationality is prohibited) and related consumer and worker rights specified elsewhere in the treaty. Then, in Articles 18 to 21 EC, a limited number of rights are enumerated, starting with the general right to move and reside freely within the territory of the Member States and followed by a number of specific political rights: the right to vote and stand as a candidate at municipal and European Parliament elections, the right to diplomatic protection in a third country, 186 the right to petition the European Parliament and to address complaints to the European Ombudsman. In Articles 39–46 of the (as yet non-binding) EU Charter of Fundamental Rights, this list of citizen rights was consolidated, and it was expanded with the rights to good administration and access to documents (Peers, 2004). The enumeration of these lists of rights in the EC Treaty, as amended, and in the EU Charter may seem rather symbolic, many of the rights mentioned being already specified in other treaty provisions. However, the fact should not be overlooked that the rights enumerated in Articles 18 to 21 EC are granted to all citizens, that is, they are unconnected with the exercise of any economic activity. That obviously holds true for the political rights, but it is also becoming increasingly true, as we will see below, for the general right of citizens, established in Article 18 EC, to move and reside freely within the territory of the Member States. Among the rights conferred by other treaty provisions are the rights that workers from other Member States, and by extension members of their family (so-called â€Å"dependents†), enjoy in the Member State where they work. These rights remain connected, however, to the status of â€Å"worker† in the sense of Article 39 (1) EC (relating to freedom of movement for workers), as interpreted by the ECJ in numerous judgments. It means, in concrete terms, that nationals from one Member State who want to work in another Member State need a residence permit, for which they must produce proof of engagement from an employer. Similarly, family members, whether from a Member State or a third country, must produce proof of their relationship with the worker. it was expanded with the rights to good administration and access to documents. The enumeration of these lists of rights in the EC Treaty, as amended, and in the EU Charter may seem rather symbolic, many of the rights mentioned being already specified in other treaty provisions. However, the fact should not be overlooked that the rights enumerated in Articles 18 to 21 EC are granted to all citizens, that is, they are unconnected with the exercise of any economic activity. That obviously holds true for the political rights, but it is also becoming increasingly true, as we will see below, for the general right of citizens, established in Article 18 EC, to move and reside freely within the territory of the Member States (Pettit, 1997). Among the rights conferred by other treaty provisions are the rights that workers from other Member States, and by extension members of their family (so-called â€Å"dependents†), enjoy in the Member State where they work. 188 These rights remain connected, however, to the status of â€Å"worker† in the sense of Article 39 (1) EC (relating to freedom of movement for workers), as interpreted by the ECJ in numerous judgments. It means, in concrete terms, that nationals from one Member State who want to work in another Member State need a residence permit, for which they must produce proof of engagement from an employer. Similarly, family members, whether from a Member State or a third country, must produce proof of their relationship with the worker. [1] A financial burden on the host Member State, the students right of residence was directly based on Article 18 EC, with the effect that he was entitled in Belgium to financial assistance available to Belgians. In fact, not only EU citizens but also third-country nationals enjoy social rights under certain conditions, principally when they are family members of migrant workers, or migrant workers from countries with which the EU has special agreements. In this context, the Mary Carpenter case deserves to be mentioned: it concerned the right, under EU law, of the non-EU spouse of a U.K. national to remain with him in the United Kingdom, despite her having violated immigration rules. The ECJ ruled in that case that, since the deportation of his spouse (who cared for children from his previous marriage) could adversely affect the husband in the exercise of his (EC) right to provide services in other Member States, the situation fell within the scope of EC law. Furthermore, the Court held that although a Member State may limit the right to provide services on grounds of public policy or public security (as mentioned in Article 46 referring to Article 55 EC), the Member State concerned is bound to observe the human rights requirements embodied in EC law, including respect for the right of family life, as laid down in Article 8 ECHR. Citing the Boultif judgment of the Court of Human Rights, the ECJ held that the U.K. would be violating the right to respect for family life if it expelled Mrs. Carpenter without a more significant public policy reason than violation of immigration laws. The ECJs case law deriving social rights for Union citizens from the free movement and residency right embodied in Article 18 EC raises the delicate issue of how far the ECJ can go in imposing financial burdens on Member State social security systems in the name of solidarity between Union citizens. The issue is underlying many recent judgments, but is most apparent in Baumbast. In that case, the ECJ ruled that Article 18 (1) EC is sufficiently clear and precise to be directly applicable (and directly effective), and this despite the fact, as pointed out previously, that the article submits the free movement and resident right â€Å"to the limitations and conditions contained† in the treaty and in secondary legislation. The question at issue was whether the U.K. immigration authorities could reject Mr. Baumbasts application for renewal of his residence permit on the grounds that he and his family were not insured for emergency treatment in the U.K., where the family lived (although they were covered by comprehensive medical insurance in Germany, of which Mr. Baumbast was a national). Such a residence permit is needed under the three EC directives granting rights of residence to categories of persons other than workers. These directives provide that rights of residence are subject to two conditions: first, the applicant must possess sufficient resources, and, second, he or she must have comprehensive medical insurance for all risks. It was clear, as the court observed that Mr. Baumbast had sufficient resources, but it was equally clear that he had no health insurance for emergency treatment within the U.K (Dougan Spaventa, 2003). In its judgment, the ECJ ruled that the refusal of the British authorities was unfounded. It recognized that the requirements in the directives were permissible, being based on the idea that exercise of the Union citizens right of residency can be subordinated to the legitimate financial interests of the Member State, including the fact that foreign nationals should not become an â€Å"unreasonable burden† on the public finances of the host state. Nevertheless, those limitations and conditions, laid down in secondary Community legislation, must be applied in compliance with general principles of Community law, and in particular with the principle of proportionality. The Court then found that to deny Mr. Baumbast residence solely on the grounds that he lacked medical insurance for emergency treatment within the United Kingdom would be a disproportionate interference with the exercise of his residency right under Article 18 (1) EC. Conclusion The difficulty with the ECJs case law in this case, but also in other â€Å"social rights† cases, is that the Court, and the EU, â€Å"cannot simply grant full rights of residency to all its citizens, because it cannot foot the consequent welfare bill, especially in respect of economically inactive individuals. The aspiration towards a supranational form of social citizenship, which many see embodied in Article 18, must therefore remain sensitive to domestic conceptions of belonging to (and being excluded from) the welfare society.† Apart from this basic question, many other issues of a more specifically legal nature arise, such as which general principles other than proportionality will be permitted to qualify restrictions imposed by secondary Community legislation. The question is most acute with regard to economically inactive and financially dependent persons: What are the benefits of Union citizenship for them? Should they not be able to derive residency rights from fundamental rights provisions, such as respect for private and family life and for human dignity? Should these rights not have an impact upon the ability of Member States to expel individuals who would otherwise be considered an unreasonable burden upon the public purse? A straight answer to that question would be to grant Union citizens who have been lawfully resident in another Member State, for example, at least five consecutive years â€Å"permanent resident† status regardless of their economic or financial status, as is proposed by the Commission in a draft general directive which, if adopted, would replace much of the existing secondary legislation. References Bright; Christopher. Business Law in the European Economic Area. Oxford University, 1994 Case C-413/99, Baumbast and R v. Secretary of State for the Home Department, [2002] ECR I-7091. Case C-60/00, Mary Carpenter v. Secretary of State for the Home Department, [2002] ECR I-6279. Dougan, Michael and Spaventa, Eleanor; â€Å"Educating Rudy and the (Non-) English Patient: A Double-bill on Residency Rights under Article 18 EC, † 28 ELRev., 2003, 699–712. Forder, Caroline; â€Å"Editorial: Common Minimum European Standards in Immigration Matters, † 9 MJ, 2002, 221–29. Groenendijk, Kees and Guild, Elspeth; â€Å"Converging Criteria: Creating an Area of Security of Residence for Europes Third Country Nationals, † 3 EJML, 2001, 37–59, at 52. Goyder; D. G. EC Competition Law. Oxford University Press, 1998 Jarvis; Malcolm A. The Application of EC Law by National Courts: The Free Movement of Goods. Oxford University, 1998 Leibfried, Stephan; Pierson; Paul; European Social Policy: Between Fragmentation and Integration. Brookings Institution, 1995 Pettit, P. Republicanism: A Theory of Freedom and Government (Oxford: Clarendon Press, 1997). Peers, Steve; â€Å"Implementing Equality? The Directive On Long-Term Third-Country Nationals, † 29 ELRev., 2004, 437–60. Proposal for a European Parliament and Council Directive on the Right of Citizens of the Union and their Family Members to Move and Reside Freely within the Territory of the Member States: COM (2001) 257 final. Reich, Norbert and Harbacevica, Solvita; â€Å"Citizenship and Family on Trial: A Fairly Optimistic Overview of Recent Court Practice with Regard to Free Movement of Persons, † 40 CMLRev., 2003, 615–38. [1] The most important of these measures are: Council Directive 68/360, containing formal requirements for workers and their family members, and Council Regulation 1612/68, concerning the substantive rights and social advantages that workers and their family members enjoy. Further directives relating to rights of residence granted to categories of persons other than genuine workers are: Directive 90/366, replaced later by Directive 93/96, covering students exercising the right of vocational training; Directive 90/365, dealing with persons who have ceased to work; and catch-all Directive 90/364, governing all those persons who did not already enjoy a right of residence under Community law. These three residency directives have in common that the persons involved must have adequate resources not to become a financial burden on the social assistance schemes of the host Member State and must be covered by sickness insurance. For references, see Craig and de Bà ºrca, n. 36 above, 756. Th e scope of these directives was reconsidered by the ECJ in its Grzelczyk and Baumbast judgments mentioned later in the text.