Wednesday, October 30, 2019
Cross-cultural Training literature review ( International HRM) Essay
Cross-cultural Training literature review ( International HRM) - Essay Example Although cross-cultural study proceeded throughout the 1980s, the 1990s faced an ups and down in the account of research committed to Cross-cultural training. The increasing rate of economy globalization was one accelerator for the expanded interest in CCT. Moreover, research pointed to cross-cultural problems in the workplace has expanded in importance because researchers have been unable to find out the minor issues and to specify their research advances into an implementation. Particularly, multinational corporations (MNCs) have not yet designed many of the CCT policies that researchers present because the researches by the researchers have not completely solved the issues and the controversies lying under the goals, content, objectives of Cross culture training. The programs designed for encouraging cross culture environment is an objective to train people to live and survive in a cross culture environment. In early days, it was hard to cope up with different cultures at workplac e. Usually, people from developing countries feel depressed while working at multi cultural environment. People feel more pressure especially people from under developed countries. There was a need to cope up with the cultural difference and to treat all employees on the basis of their work and progress, rather than rating them on the basis of culture, race and religion. First study on Cross culture training was done by Brislon with the topic â€Å"Cross culture Orientation program†(Brislin, 1981). In the end of the year, other researchers realized the fact that there is more effort required to train the people to live abroad comfortably, with the passage of time, the field is now being referred as Cross culture or intercultural training worldwide. Paige (1986) described cross culture training as the program designed to prepare people to live outside their country and to work with confidence without being in the pressure of other cultures. Other researchers define cross cult ure training as the program to prepare people for the success in their jobs and to improve their interpersonal skills. The main idea of the programmers is to train people for the moment when they deal extensively with the people belongs to culture than their own. There are several training programs are in progress under different organizations and groups. These programs are influenced by experts who have great knowledge about the range of issues people face while working in the cross culture environment. These programrs do not train people only for any other country but also for their home land. In 1950’s, Oberg introduces the term â€Å"Cultural shock†describing the issues people face when they deal with people from other cultures. He described the term†Cultural shock†as a disease of people who have suddenly been transported aboard and presented as the predicated by the anxiety that results from losing all familiar signs and symbols of social intercours e. Thus, he described the term as the issues people face while moving or dealing with other cultures. The symptoms of cultural shock include both physical and physiological complaints. Physical person may feel headache, dyeria and psychological a person might feel depression. The concept of cultural shock encouraged people to provide training in this domain. The contrast American Method, taps on
Sunday, October 27, 2019
The Making of Fermented Beverages
The Making of Fermented Beverages The making of fermented beverages was discovered many thousands of years ago by primitive humans. This process of making fermented beverages has been practiced as an art over the years. However, within the past century, this art has evolved into a highly developed science. The beverage industry has a lot in common with other food industries. These common factors include taste, odour, colour individual preference. These factors force the manufacturer or brewer as he would be called to exert his greatest skill and experience in producing palatable beverages of great variety. The main criteria for quality even with all the refinements of modern science, still lie with the human sensory organs of smell, taste and sight. Hence, a good brewer would have to be a great engineer, a good chemist a good bacteriologist. Alcoholic beverages can be classified as: Distilled Liquors. Fermented Wines. Malt Liquors. Beer and ale require malted or germinated grain to make the carbohydrates present in them fermentable. Wines are generally produced by the action of yeast on the sugar of fruit. Distilled liquors are fermented liquors which are further distilled to increase their alcoholic content. In India, today when one thinks of alcoholic beverages the first thing that comes to mind is the variants like Beer, Wine, Whisky, Brandy, Scotch, Rum, Vodka, Gin, etc. One would also think of the local alcoholic beverages called Desi or Country Liquor. However, the concept of non conventional wine or beer is completely new to the country. Non Conventional Wines: When it comes to wine what comes to mind is grape wine (wine made from grapes) and for several thousands of years wine has been traditionally made by the fermentation of the juice of the grape. Wine is believed to be the most popular beverages associated with happiness, festivities and celebrations all over the globe. The global market for wine is estimated at around 25 billion liters. Many varieties of wine are made throughout the world and the French wines are considered to be the most popular all over the globe. In general wines would be classified as: Red Wines these are made from grapes without removing the skins. White Wines these are made from grape juice. Sparkling Wines these are considered to be carbonated white wines. Wine like other beverages can also be easily made from other fruits, roots grains. These beverages are also referred to as wines. However these wines would have a prefix or suffix of the raw material fruit, root or grain. The concept of wine made from fruits, other than that of grapes is widely accepted all around the world but is still slightly new in India. Although there are some manufacturers that also make Apple Cider (wine made from apples) Orange wine (wine made from oranges), this hasnt really taken off in the country. Wines made from certain roots herbs are believed to be very healthy in nature. Although alcoholic in nature, it is a proven fact that these other variants of wine are god for health. These healthier wine variants were considered as traditional remedies. We had wine made from Ginger that would be used to treat a common cold or wine made from Beetroot that could be used to control ones blood pressure. Compared to other nations, wines manufacture i.e. production or consumption in India is relatively insignificant. This could probably be attributed to the earlier period of prohibition within the country. Another factor, with which wines poor consumption in India can be attributed to, is the higher prices of wine in comparison to spirits like brandy and whisky making it less attractive. These spirits are manufactured within the country and are referred to as Indian made liquors. In India, wine was made mainly on a small scale and generally made domestically. Wine manufacture on an organized scale first commenced in the country with the setting up of the Champagne Indage Ltd. (Chateau Indage) plant in the state of Maharashtra in 1984. A few more units have set up after that within the country. These units are mostly located in the Nasik district of the state of Maharashtra as the climate is found to be more suitable and favorable for grapes used in wine making. In todays world since people are becoming more health conscious, catering to this class of people will definitely be beneficial. It is believed that many positive aspects can be attributed to wine and its consumption both socially health wise. Wine Market in India: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The Indian wine industry has been steadily growing over the last decade. Wine is now slowly becoming an integrated part of the urban Indian lifestyle. Rising incomes of the Indian population, changing demographics and an exposure to foreign cultures is adding to the higher consumption of wine. The Indian wine industry is growing at 25% 30% per annum and for the year 2008; it was estimated at 1.1 million per 9 liter cases and valued at Rs.2400 crores. The wine market is expected to grow to 4 million cases by 2015. The market for wine in India is expected to grow at around 20 % per annum. The per capita consumption of wine in India is still extremely low. However, there is a growing consumer interest in wines with a number of wine clubs opening in cities like Delhi, Chandigarh, Hyderabad and Bangalore. Nearly 80% of the wine sales in India are accounted for by the major cities like New Delhi, Mumbai, Chennai, Kolkata, Pune and Bangalore. West India accounts for over 41% of the total sales volume of wine in the country, followed by North India which accounts for 29% of the total sales volume. Nearly 90% of wine sales are for still wines i.e. white red wines. Sparkling wines target that select segment of affluent consumers. Wines that are being seld in the market are generally around Rs.300 per bottle. Even though cheaper variants of wine are available in the market, the market for these varieties is not growing as fast as medium pr iced wines. These developments and statistics show that it is definitely promising to set up new manufacturing units within the country. These statistics are for conventional wines i.e. the grape wines. There is an entirely new market for the non conventional wines i.e. wines made from other fruits, roots and cereals that is completely untapped within the country. This market would includes wines made from ginger, beetroot, etc which are very healthy in nature wines made from tropical fruits like mangoes, berries (strawberries, blueberries, cranberries, etc), oranges, apples, etc and even wines made from rice. India has a vast range of fruits growing in the country, some which are more seasonal in nature. Thus we can harness this opportunity of the countrys vast variety of tropical fruits and favorable climate to manufacture non grape wines which could prove to be much cheaper and lesser time consuming. This can help to develop an entirely new wine market within the country capture the same. Hence this non conventional wine could meet part of the demand from the growing domestic market and part of this production can also be exported. It will also be very easy to set up a winery for manufacturing non conventional wines in Maharashtra easily as it will be backed by the government support and encouragement as this is an emerging industry that will contribute to the development of the economy. This is one of the reasons why Excise department of the state of Maharashtra imposes strict control of alcohol taxation, distribution and sale. Thus it fiercely protects its wine market and industry. Non Conventional Wine Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The quality of wine is largely dependent on the main raw material, the soil and sun. Slight differences in the three would result in a variation in the flavor, texture and aroma. The colour of the wine depends largely on the nature of the fruit, root or cereal. It would also depend on whether the skins (in the case of fruits) are pressed out before fermentation. Wines are technically classified as: Natural Wines (Alcohol content 7% to 14%). Fortified Wines (Alcohol content 14% to 30%). Sweet or Dry Wines. Still or Sparkling Wines (Carbonated). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The method for manufacturing these non conventional varieties of wine is more or less similar to manufacturing the grape wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The method for manufacturing beetroot wine on a small scale is as follows: Grating of Beetroot. Alcoholic Fermentation. Bulk Storage. Iterative Filtration. Maturation of Wine. Clarification and packaging. Raw Materials: Beetroot. Water. Fresh Lemon juice. Strong tea Source of tannin. Sugar. Yeast. Potassium Metabisulphite Preservative (Check the growth of wild yeast). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The proportion of the quantity of each raw material requirement varies depending on quantity to be produced in liters and capacity of storage tanks. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Eg:- To produce 4 liters of beetroot wine, the requirements would be 1 Kg of beetroot, 1 Kg of Sugar, few lemons for lemon juice, 100 ml of strong tea, 4 liters of water and 1 tbsp of Yeast. This is to produce it of a homemade level. Plant Machinery: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The plant and machinery would consist of grating equipment, cleaning and washing equipment, mixing tanks (mixer), juice extraction unit, hot water tanks, storage tanks, fermenters, filters, pumps and bottling equipment. Utilities: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Good quality water power are the essential utilities. Technology: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Wine making technology is very simple in nature and is still considered as an art and hence the guidance of a master wine maker is very essential. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â A proportional quantity of beetroot depending on the quantity of wine to be produced is taken and initially undergoes grating. Grating is essential in the case of beetroots as it easily helps extract the juice from it. It is more efficient than crushing or boiling chunks of beetroot which gives lesser yield. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The grated product is then sent to a mixer with hot boiling water and is boiled in the water for a period of 45 60 minutes. By this time most of the juice gets extracted and the colour of the water turns to blood red. Potassium or sodium metabisulphite in small quantity is added which acts as a preservative to check the growth of wild yeast. Proportionate amounts of lemon juice (obtained from the juice extraction unit) and strong tea are added to the mixing tank where this entire mixture is blended for about 30 minutes. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This mixture is then sent to the first filtration tank that filters out the beetroot juice from the grated beetroot, lemon seeds, tea leaves and other particles if present. The waste from this filtration unit is disposed off. The juice after being filtered is then sent to another mixing tank with a jacket that brings down the temperature of the juice to around 30oC. In this mixing tank a proportionate quantity of powdered sugar is added. Powdered sugar is essential as it can easily be saturated in the juice i.e. easily be dissolved. After another 30 40 minutes after all the sugar has been dissolved, the sweetened juice is then sent to fermenters where an active culture of selected and cultivated yeast equal to 3 to 5 percent of the volume of juice is added. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â During fermentation the temperature rises and hence cooling coils are essential to maintain the temperature below 30oC. This process of fermentation takes around 3 to 5 days. The carbon dioxide evolved during fermentation carries any unfiltered particles to the top. When the fermentation slows down, the juice from the fermenter is pumped out from the bottom of the vat and over the top. This wine is finally run into closed storage tanks in the storage cellar, where during the period of 2 3 weeks the yeast ferments the remainder of the sugar. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The wine is then given a cellar treatment to clear it, improve the taste, and decrease the time of aging. During this treatment the wine is first allowed to stay quiet for 6 weeks to remove part of the matter in suspension, and then racked for clarification. During clarification and the following period the new wine would undergo a complicated series of reactions, resulting in the removal of undesired constituents and development of the aroma, esterification of the acids by alcohol. Bentonite may be used for clearing and 20 185 g can be added and stirred into every 100 liters of wine. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Extra tannin (strong tea) may be added to the wine which can be then racked and filtered through asbestos or paper pulp. It is a standard procedure to chill some wines for the removal of argols or crude potassium acid tartate. This treatment gives a more stable and finished wine. By quick aging methods it is possible to produce a good sweet wine in 4 months. Quick aging methods include pasteurization, refrigeration, aeration and agitation. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â After a final filtration the wine can be sent to the bottling plant where it can be bottled and sealed and placed in cases ready for shipment for domestic or export purposes. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Similarly, other non conventional wines like ginger wine, mango wine, berry wine, etc. can be manufactured in a similar manner with slight variations in the process depending on the core raw material. Cost of Project: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The cost of setting up a plant with a capacity of 5 lac liters of wine per year would work upto an initial investment of Rs. 5 crores to Rs. 6 crores. This however, does not include the cost of a plantation. Statistics Source: Statistical data obtained from the report on Comprehensive Study of the Indian Wine Market Conducted by JBC International Inc. Values of Parameters in manufacturing process Source: Shreves Chemical Process Industries George T. Austin. Marketing Non Conventional Wines in India: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The concept of non conventional wines in India is completely new and hence as per Ansoffs Matrix it will follow the Product Development Strategy. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus it is essential for a marketer to ensure that efficient new product development strategies are implemented like minimizing cost, improving marketability, etc. for this product to be a success in the market. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Statistics show us that a large part of the Indian wine market is partly driven by the upper class and upper middle class Indians. The upper class and upper middle class Indians are estimated to be around 2% of the population and therefore approximately 20 25 million people. Many of these Indians have an increasing level of disposable incomes, and have a greater experience with international lifestyles. This exposure is either through work, studies or travel. These individuals are also now diverting their attention to healthier lifestyles i.e. they are now becoming health conscious. It is also a proven fact that a glass of wine a day is good for health. Thus a glass of beetroot wine or ginger wine or any other variant will be more beneficial. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus targeting this segment of the population is much easier on account of their changing lifestyles and preferences along with their higher levels of disposable income. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Now that the target segment has been identified, the marketer needs to position the product in the minds of the consumers. Thus the marketer can position the wines made from roots, herbs and cereals as a healthy alcoholic beverage and wines made from fruits other than grapes as a tropical alcoholic beverage. However, it should be positioned in such a way that there is no misuse of this positioning that could possibly lead to alcoholism. The marketer cannot use media like advertising as advertising for alcohol is not permitted within the country. Thus the marketer can organize wine tasting events for the upper class upper middle class Indians wherein the different wines can be sampled and sold also. This can also be a PR event where the press can be invited to write reviews on this new range of wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Another aspect that the marketer can carry out is targeting the Hospitality sector, i.e. targeting the major Hotels and restaurants where it is possible to reach the target customer. Such wines could also be served at media events to spread awareness and increase demand for the product. SWOT Analysis of the Wine Industry in India. Strengths: Domestic Wine industry is a new and emerging industry in India. Few wineries in the country and most of the wineries are located in Maharashtra. Complete Government support as this industry can produce products at a cheaper rate to be exported. 12 major wine producers in the country and most of them manufacturing grape wines. Very few manufacturers of non conventional wines. Target customer segment located majorly in metros like Delhi Mumbai. Weaknesses: Most wineries in Maharashtra thus intense competition in the state to manufacture at cheapest price. Heavy taxation on distribution and sale. Competing with established Indian brands and well known foreign brands. No provision for advertising in electronic and print media, thus making the target audience aware becomes a challenge and a difficulty. Opportunities: Non conventional wines are healthier in nature and may prove to be appealing to target audience. Tremendous opportunities for export on account of Government support. More and more exposure to foreign cultures through television, work, travel, etc. and hence an expanding customer base. Threats: Major threat of competition from foreign players and established Indian players. Treat or competition from other alcoholic beverages like beer, vodka, white rum that are more appealing to the younger generation of the upper middle class upper class segment. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus although capturing the market may be a challenge to the marketer, there indeed is tremendous potential for non conventional wines in India. Non Alcoholic Beverages: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â When it comes to the non alcoholic beverage industry one would think that it refers to the soft drink beverage industry. However, this is actually not the case. The soft drink industry is divided into just three categories. These include the black soft drinks (cola), orange soft drinks the white soft drinks (include anything other than cola and orange). The leaders in the cola segment are Coke and Pepsi with Thums Up falling in third. In the orange segment the leaders are Fanta Mirinda. In the white segment the undisputed leader is Limca with close competing followers like Sprite, 7 Up, Lemonade, Mountain Dew, etc. The total soft drink market is estimated at 284 million crates a year or $1 billion. In 2006 it was valued at $3.8 billion and is estimated to have a value of $5.6 billion by 2011. The market is highly seasonal in nature with consumption varying from 25 million crates per month during peak season and 15 million crates per month during offseason. This market is predominantly urban with a 25% contribution from rural areas. The market leader is Coca-Cola due to Coke Thums Up. India being a highly diverse nation with a huge population, there exist tremendous potential in the beverage industry. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The Non Alcoholic beverage industry includes categories like fruit vegetables juices, energy drinks, non-carbonated drinks, etc. This includes the health beverages. This market is now continuously growing as people are becoming more and more health conscious. The reason being it is believed that consumption of aerated beverages leads to diseases lie obesity, type 2 diabetes, dental decay and low nutritional levels. It has been witnessed that cola sales have reduced drastically due to health concerns and this has benefited the non-carbonated drinks market in the country like energy drinks and juices. The Indian non alcoholic drinks market was estimated at Rs.216 billion in 2008. It is forecasted to grow at a CAGR of around 15% during the years 2009-2012. The highest growth in this segment is generally seen in the fruit or vegetable juice market. This is forecasted to grow at a CAGR of 30% in terms of value from the years 200 9-2012. It will be closely followed by the segment of energy drinks which is expected to grow at a CAGR of 29% during the period 2009-2012. There is a greater awareness now among the masses of the functional benefits of health beverages and a greater willingness to pay a premium price for such beverages. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Due to these strong drivers of growth, it is evident that the beverage industry in India has begun responding to products that are marketed on a health platform. The non alcoholic beverage industry is classified again into carbonated and non carbonated beverages. The carbonated segment includes drinks like energy drinks, ginger ale, root beer, etc. The non carbonated segment includes juices of fruits vegetables, bottled water, non alcoholic wines, coffee, tea, etc. *Statistics Source: Report on Indian Non-Alcoholic Drinks Forecast to 2012. Non Alcoholic Wines: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In India, few wine manufacturers are now trying to attract customers by manufacturing non alcoholic wines. However there is not much demand that has been observed for the same. A non alcoholic wine is a new concept that has not been popularized much in India. One of the major reasons of its low popularity is that there are myths that it still contains a certain percentage of alcohol. This however is not true. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Non alcoholic wines need not necessarily be made from grapes. It can be made from various fruits like apricots, mangoes, apples, oranges, berries etc. These are like beverages that could be carbonated or non-carbonated. A typical known non-alcoholic wine beverage in the United States of America is the Almost Wine Cooler. It is known as a virgin wine cooler. This is an aerated beverage that is made from wine and other fruit juices without any alcohol content. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â These beverages are believed to be healthier than the normal aerated beverages like cola, etc. These can be served to people of all ages. However since these are made originally from alcoholic beverages it is mandatory for the manufacturer to put a label on the packaging showing a minimum alcoholic content percentage in the USA. Hence in America, kids below the age of 21 are not allowed to purchase non alcoholic beverages. Non Alcoholic Wine Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Wines are made non alcoholic in nature through the process of reverse osmosis. Firstly wine is manufactured through its normal process and it then undergoes a process of reverse osmosis where the alcohol is separated from the wine to give a concentrated wine solution. This then undergoes carbonation where the concentrated non-alcoholic wine is carbonated depending on requirement. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In the case of the beetroot wine example as mentioned above the process for manufacturing the wine will remain the same. After the last clarification or filtration stage, instead of bottling the wine, the wine is sent to a tank where it gets carbonated with CO2 under pressure. After this stage it goes through the bottling process. Reverse Osmosis: It is a patented method and is much more efficient than the evaporation and distillation method. Equipments: Storage tanks, Pumps, Reverse osmosis unit and a valve. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In the reverse osmosis method a tank is initially filled with the alcoholic wine. This tank is connected to a pump that pushes the wine into a reverse osmosis unit. The reverse osmosis unit consists of a membrane having very small pores encased in cylinders. The wine flows through the membrane at very high pressure and through the small pores. The mesh like membranes that are encased in cylinders separate the wine into a syrupy concentrate and an alcohol water mixture. Thus the membrane separates out the syrupy concentrate from the alcohol and water. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The alcohol and water mixture is sent to a storage tank that collects all the alcohol and water. The syrupy wine concentrate gets recycled back to the original tank containing the wine thus reducing the percentage of alcohol in the tank. The syrup is recycled through a valve that controls the flow. This cycle is repeated around 10-20 times till the alcohol concentration or alcohol percentage is reduced to completely zero. After this, water gets reintroduced to the tank with the concentrated syrup to obtain the final product. The finished product taste is almost similar to that of the original wine if not sweeter and the percentage of alcohol in this product is almost zero. It is believed to be around one half of one percent of alcohol. Hence non alcoholic wines are also called zero alcoholic wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This finished product then passes to a tank for carbonation under high pressure depending on requirement for carbonated beverage. This product can also be reasonably priced to compete effectively with the soft drink beverages like the colas, and also to effectively compete against juices and energy drinks. Root Beer: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Another concept that is completely new in the country is root beer. Root beer is the biggest non alcoholic beverage in the west. It is extremely popular and is accepted as a healthier drink as compared to Coke, Pepsi, etc. Other variants of root beer include fruit beer, birch beer and ginger ale. These again are non alcoholic beers prepared from various fruits and Ginger syrup (for ginger ale). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Root beer can be manufactured either as alcoholic or non alcoholic (i.e. soft drink). However the non alcoholic root beer is still more popular in the USA. The main ingredient initially in the manufacture of root beer was Sarsaparilla or Sweet Sarsaparilla. However now a days it is more favorable to make root beer from root beer extract. This is due to the carcinogenic nature of this plant. Root beer extract consists of caramel colour, imitation vanilla, water and alcohol. It consists of a very small proportion of alcohol. Studies show that root beer made from root beer extract has around 0.35% alcohol. This can be easily removed by reverse osmosis. Root Beer Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Root beer is much simpler and easier to manufacture as compared to actual beer. Raw Materials Required: Root Beer Extract, Water, Yeast Sugar. Equipment: Storage tanks, Mixer, Filtration unit, Fermenters and pumps. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Sugar in a proportionate quantity to the quantity of the root beer to be manufactured is added to the mixer with an agitator. This would ensure the powdering of the sugar. Next a small quantity of yeast is added to the mixer and this mixture is blended well. After blending the mix from the mixer is sent to the fermenters. The fermenters are fermentation tanks where a proportionate quantity of root beer extract is added. This extract mixes well with the mix of powdered sugar and yeast. To this mixture in the fermentation tank water is added. The minute water is added the temperature of the mixture in the tank rises up. This is due to the fermentation of sugar carried out by the yeast. Thus the tank can be provided by cooling coils or a jacket to maintain the temperature to below 30oC. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This mixture from this tank is sent to a sealed tank with a pressure relief valve to release the pressure being developed and to ensure that there is no explosion. The sealed tank also ensures no outside activity of air or oxygen on the mixture in the tank. Fermentation takes place in around 5 days and after 5 days the mixture is passed though a filtration unit where any undissolved yeast or sugar is separated out. The solution is then moved into a storage tank maintained at cooler temperatures to ensure no yeast enzyme activity and to ensure no further fermentation. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â After storage, when the fermentation process has completely slowed down the finished product can be sent to the bottling plant for packaging. This solution or finished pr The Making of Fermented Beverages The Making of Fermented Beverages The making of fermented beverages was discovered many thousands of years ago by primitive humans. This process of making fermented beverages has been practiced as an art over the years. However, within the past century, this art has evolved into a highly developed science. The beverage industry has a lot in common with other food industries. These common factors include taste, odour, colour individual preference. These factors force the manufacturer or brewer as he would be called to exert his greatest skill and experience in producing palatable beverages of great variety. The main criteria for quality even with all the refinements of modern science, still lie with the human sensory organs of smell, taste and sight. Hence, a good brewer would have to be a great engineer, a good chemist a good bacteriologist. Alcoholic beverages can be classified as: Distilled Liquors. Fermented Wines. Malt Liquors. Beer and ale require malted or germinated grain to make the carbohydrates present in them fermentable. Wines are generally produced by the action of yeast on the sugar of fruit. Distilled liquors are fermented liquors which are further distilled to increase their alcoholic content. In India, today when one thinks of alcoholic beverages the first thing that comes to mind is the variants like Beer, Wine, Whisky, Brandy, Scotch, Rum, Vodka, Gin, etc. One would also think of the local alcoholic beverages called Desi or Country Liquor. However, the concept of non conventional wine or beer is completely new to the country. Non Conventional Wines: When it comes to wine what comes to mind is grape wine (wine made from grapes) and for several thousands of years wine has been traditionally made by the fermentation of the juice of the grape. Wine is believed to be the most popular beverages associated with happiness, festivities and celebrations all over the globe. The global market for wine is estimated at around 25 billion liters. Many varieties of wine are made throughout the world and the French wines are considered to be the most popular all over the globe. In general wines would be classified as: Red Wines these are made from grapes without removing the skins. White Wines these are made from grape juice. Sparkling Wines these are considered to be carbonated white wines. Wine like other beverages can also be easily made from other fruits, roots grains. These beverages are also referred to as wines. However these wines would have a prefix or suffix of the raw material fruit, root or grain. The concept of wine made from fruits, other than that of grapes is widely accepted all around the world but is still slightly new in India. Although there are some manufacturers that also make Apple Cider (wine made from apples) Orange wine (wine made from oranges), this hasnt really taken off in the country. Wines made from certain roots herbs are believed to be very healthy in nature. Although alcoholic in nature, it is a proven fact that these other variants of wine are god for health. These healthier wine variants were considered as traditional remedies. We had wine made from Ginger that would be used to treat a common cold or wine made from Beetroot that could be used to control ones blood pressure. Compared to other nations, wines manufacture i.e. production or consumption in India is relatively insignificant. This could probably be attributed to the earlier period of prohibition within the country. Another factor, with which wines poor consumption in India can be attributed to, is the higher prices of wine in comparison to spirits like brandy and whisky making it less attractive. These spirits are manufactured within the country and are referred to as Indian made liquors. In India, wine was made mainly on a small scale and generally made domestically. Wine manufacture on an organized scale first commenced in the country with the setting up of the Champagne Indage Ltd. (Chateau Indage) plant in the state of Maharashtra in 1984. A few more units have set up after that within the country. These units are mostly located in the Nasik district of the state of Maharashtra as the climate is found to be more suitable and favorable for grapes used in wine making. In todays world since people are becoming more health conscious, catering to this class of people will definitely be beneficial. It is believed that many positive aspects can be attributed to wine and its consumption both socially health wise. Wine Market in India: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The Indian wine industry has been steadily growing over the last decade. Wine is now slowly becoming an integrated part of the urban Indian lifestyle. Rising incomes of the Indian population, changing demographics and an exposure to foreign cultures is adding to the higher consumption of wine. The Indian wine industry is growing at 25% 30% per annum and for the year 2008; it was estimated at 1.1 million per 9 liter cases and valued at Rs.2400 crores. The wine market is expected to grow to 4 million cases by 2015. The market for wine in India is expected to grow at around 20 % per annum. The per capita consumption of wine in India is still extremely low. However, there is a growing consumer interest in wines with a number of wine clubs opening in cities like Delhi, Chandigarh, Hyderabad and Bangalore. Nearly 80% of the wine sales in India are accounted for by the major cities like New Delhi, Mumbai, Chennai, Kolkata, Pune and Bangalore. West India accounts for over 41% of the total sales volume of wine in the country, followed by North India which accounts for 29% of the total sales volume. Nearly 90% of wine sales are for still wines i.e. white red wines. Sparkling wines target that select segment of affluent consumers. Wines that are being seld in the market are generally around Rs.300 per bottle. Even though cheaper variants of wine are available in the market, the market for these varieties is not growing as fast as medium pr iced wines. These developments and statistics show that it is definitely promising to set up new manufacturing units within the country. These statistics are for conventional wines i.e. the grape wines. There is an entirely new market for the non conventional wines i.e. wines made from other fruits, roots and cereals that is completely untapped within the country. This market would includes wines made from ginger, beetroot, etc which are very healthy in nature wines made from tropical fruits like mangoes, berries (strawberries, blueberries, cranberries, etc), oranges, apples, etc and even wines made from rice. India has a vast range of fruits growing in the country, some which are more seasonal in nature. Thus we can harness this opportunity of the countrys vast variety of tropical fruits and favorable climate to manufacture non grape wines which could prove to be much cheaper and lesser time consuming. This can help to develop an entirely new wine market within the country capture the same. Hence this non conventional wine could meet part of the demand from the growing domestic market and part of this production can also be exported. It will also be very easy to set up a winery for manufacturing non conventional wines in Maharashtra easily as it will be backed by the government support and encouragement as this is an emerging industry that will contribute to the development of the economy. This is one of the reasons why Excise department of the state of Maharashtra imposes strict control of alcohol taxation, distribution and sale. Thus it fiercely protects its wine market and industry. Non Conventional Wine Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The quality of wine is largely dependent on the main raw material, the soil and sun. Slight differences in the three would result in a variation in the flavor, texture and aroma. The colour of the wine depends largely on the nature of the fruit, root or cereal. It would also depend on whether the skins (in the case of fruits) are pressed out before fermentation. Wines are technically classified as: Natural Wines (Alcohol content 7% to 14%). Fortified Wines (Alcohol content 14% to 30%). Sweet or Dry Wines. Still or Sparkling Wines (Carbonated). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The method for manufacturing these non conventional varieties of wine is more or less similar to manufacturing the grape wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The method for manufacturing beetroot wine on a small scale is as follows: Grating of Beetroot. Alcoholic Fermentation. Bulk Storage. Iterative Filtration. Maturation of Wine. Clarification and packaging. Raw Materials: Beetroot. Water. Fresh Lemon juice. Strong tea Source of tannin. Sugar. Yeast. Potassium Metabisulphite Preservative (Check the growth of wild yeast). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The proportion of the quantity of each raw material requirement varies depending on quantity to be produced in liters and capacity of storage tanks. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Eg:- To produce 4 liters of beetroot wine, the requirements would be 1 Kg of beetroot, 1 Kg of Sugar, few lemons for lemon juice, 100 ml of strong tea, 4 liters of water and 1 tbsp of Yeast. This is to produce it of a homemade level. Plant Machinery: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The plant and machinery would consist of grating equipment, cleaning and washing equipment, mixing tanks (mixer), juice extraction unit, hot water tanks, storage tanks, fermenters, filters, pumps and bottling equipment. Utilities: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Good quality water power are the essential utilities. Technology: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Wine making technology is very simple in nature and is still considered as an art and hence the guidance of a master wine maker is very essential. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â A proportional quantity of beetroot depending on the quantity of wine to be produced is taken and initially undergoes grating. Grating is essential in the case of beetroots as it easily helps extract the juice from it. It is more efficient than crushing or boiling chunks of beetroot which gives lesser yield. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The grated product is then sent to a mixer with hot boiling water and is boiled in the water for a period of 45 60 minutes. By this time most of the juice gets extracted and the colour of the water turns to blood red. Potassium or sodium metabisulphite in small quantity is added which acts as a preservative to check the growth of wild yeast. Proportionate amounts of lemon juice (obtained from the juice extraction unit) and strong tea are added to the mixing tank where this entire mixture is blended for about 30 minutes. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This mixture is then sent to the first filtration tank that filters out the beetroot juice from the grated beetroot, lemon seeds, tea leaves and other particles if present. The waste from this filtration unit is disposed off. The juice after being filtered is then sent to another mixing tank with a jacket that brings down the temperature of the juice to around 30oC. In this mixing tank a proportionate quantity of powdered sugar is added. Powdered sugar is essential as it can easily be saturated in the juice i.e. easily be dissolved. After another 30 40 minutes after all the sugar has been dissolved, the sweetened juice is then sent to fermenters where an active culture of selected and cultivated yeast equal to 3 to 5 percent of the volume of juice is added. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â During fermentation the temperature rises and hence cooling coils are essential to maintain the temperature below 30oC. This process of fermentation takes around 3 to 5 days. The carbon dioxide evolved during fermentation carries any unfiltered particles to the top. When the fermentation slows down, the juice from the fermenter is pumped out from the bottom of the vat and over the top. This wine is finally run into closed storage tanks in the storage cellar, where during the period of 2 3 weeks the yeast ferments the remainder of the sugar. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The wine is then given a cellar treatment to clear it, improve the taste, and decrease the time of aging. During this treatment the wine is first allowed to stay quiet for 6 weeks to remove part of the matter in suspension, and then racked for clarification. During clarification and the following period the new wine would undergo a complicated series of reactions, resulting in the removal of undesired constituents and development of the aroma, esterification of the acids by alcohol. Bentonite may be used for clearing and 20 185 g can be added and stirred into every 100 liters of wine. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Extra tannin (strong tea) may be added to the wine which can be then racked and filtered through asbestos or paper pulp. It is a standard procedure to chill some wines for the removal of argols or crude potassium acid tartate. This treatment gives a more stable and finished wine. By quick aging methods it is possible to produce a good sweet wine in 4 months. Quick aging methods include pasteurization, refrigeration, aeration and agitation. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â After a final filtration the wine can be sent to the bottling plant where it can be bottled and sealed and placed in cases ready for shipment for domestic or export purposes. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Similarly, other non conventional wines like ginger wine, mango wine, berry wine, etc. can be manufactured in a similar manner with slight variations in the process depending on the core raw material. Cost of Project: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The cost of setting up a plant with a capacity of 5 lac liters of wine per year would work upto an initial investment of Rs. 5 crores to Rs. 6 crores. This however, does not include the cost of a plantation. Statistics Source: Statistical data obtained from the report on Comprehensive Study of the Indian Wine Market Conducted by JBC International Inc. Values of Parameters in manufacturing process Source: Shreves Chemical Process Industries George T. Austin. Marketing Non Conventional Wines in India: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The concept of non conventional wines in India is completely new and hence as per Ansoffs Matrix it will follow the Product Development Strategy. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus it is essential for a marketer to ensure that efficient new product development strategies are implemented like minimizing cost, improving marketability, etc. for this product to be a success in the market. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Statistics show us that a large part of the Indian wine market is partly driven by the upper class and upper middle class Indians. The upper class and upper middle class Indians are estimated to be around 2% of the population and therefore approximately 20 25 million people. Many of these Indians have an increasing level of disposable incomes, and have a greater experience with international lifestyles. This exposure is either through work, studies or travel. These individuals are also now diverting their attention to healthier lifestyles i.e. they are now becoming health conscious. It is also a proven fact that a glass of wine a day is good for health. Thus a glass of beetroot wine or ginger wine or any other variant will be more beneficial. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus targeting this segment of the population is much easier on account of their changing lifestyles and preferences along with their higher levels of disposable income. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Now that the target segment has been identified, the marketer needs to position the product in the minds of the consumers. Thus the marketer can position the wines made from roots, herbs and cereals as a healthy alcoholic beverage and wines made from fruits other than grapes as a tropical alcoholic beverage. However, it should be positioned in such a way that there is no misuse of this positioning that could possibly lead to alcoholism. The marketer cannot use media like advertising as advertising for alcohol is not permitted within the country. Thus the marketer can organize wine tasting events for the upper class upper middle class Indians wherein the different wines can be sampled and sold also. This can also be a PR event where the press can be invited to write reviews on this new range of wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Another aspect that the marketer can carry out is targeting the Hospitality sector, i.e. targeting the major Hotels and restaurants where it is possible to reach the target customer. Such wines could also be served at media events to spread awareness and increase demand for the product. SWOT Analysis of the Wine Industry in India. Strengths: Domestic Wine industry is a new and emerging industry in India. Few wineries in the country and most of the wineries are located in Maharashtra. Complete Government support as this industry can produce products at a cheaper rate to be exported. 12 major wine producers in the country and most of them manufacturing grape wines. Very few manufacturers of non conventional wines. Target customer segment located majorly in metros like Delhi Mumbai. Weaknesses: Most wineries in Maharashtra thus intense competition in the state to manufacture at cheapest price. Heavy taxation on distribution and sale. Competing with established Indian brands and well known foreign brands. No provision for advertising in electronic and print media, thus making the target audience aware becomes a challenge and a difficulty. Opportunities: Non conventional wines are healthier in nature and may prove to be appealing to target audience. Tremendous opportunities for export on account of Government support. More and more exposure to foreign cultures through television, work, travel, etc. and hence an expanding customer base. Threats: Major threat of competition from foreign players and established Indian players. Treat or competition from other alcoholic beverages like beer, vodka, white rum that are more appealing to the younger generation of the upper middle class upper class segment. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Thus although capturing the market may be a challenge to the marketer, there indeed is tremendous potential for non conventional wines in India. Non Alcoholic Beverages: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â When it comes to the non alcoholic beverage industry one would think that it refers to the soft drink beverage industry. However, this is actually not the case. The soft drink industry is divided into just three categories. These include the black soft drinks (cola), orange soft drinks the white soft drinks (include anything other than cola and orange). The leaders in the cola segment are Coke and Pepsi with Thums Up falling in third. In the orange segment the leaders are Fanta Mirinda. In the white segment the undisputed leader is Limca with close competing followers like Sprite, 7 Up, Lemonade, Mountain Dew, etc. The total soft drink market is estimated at 284 million crates a year or $1 billion. In 2006 it was valued at $3.8 billion and is estimated to have a value of $5.6 billion by 2011. The market is highly seasonal in nature with consumption varying from 25 million crates per month during peak season and 15 million crates per month during offseason. This market is predominantly urban with a 25% contribution from rural areas. The market leader is Coca-Cola due to Coke Thums Up. India being a highly diverse nation with a huge population, there exist tremendous potential in the beverage industry. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The Non Alcoholic beverage industry includes categories like fruit vegetables juices, energy drinks, non-carbonated drinks, etc. This includes the health beverages. This market is now continuously growing as people are becoming more and more health conscious. The reason being it is believed that consumption of aerated beverages leads to diseases lie obesity, type 2 diabetes, dental decay and low nutritional levels. It has been witnessed that cola sales have reduced drastically due to health concerns and this has benefited the non-carbonated drinks market in the country like energy drinks and juices. The Indian non alcoholic drinks market was estimated at Rs.216 billion in 2008. It is forecasted to grow at a CAGR of around 15% during the years 2009-2012. The highest growth in this segment is generally seen in the fruit or vegetable juice market. This is forecasted to grow at a CAGR of 30% in terms of value from the years 200 9-2012. It will be closely followed by the segment of energy drinks which is expected to grow at a CAGR of 29% during the period 2009-2012. There is a greater awareness now among the masses of the functional benefits of health beverages and a greater willingness to pay a premium price for such beverages. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Due to these strong drivers of growth, it is evident that the beverage industry in India has begun responding to products that are marketed on a health platform. The non alcoholic beverage industry is classified again into carbonated and non carbonated beverages. The carbonated segment includes drinks like energy drinks, ginger ale, root beer, etc. The non carbonated segment includes juices of fruits vegetables, bottled water, non alcoholic wines, coffee, tea, etc. *Statistics Source: Report on Indian Non-Alcoholic Drinks Forecast to 2012. Non Alcoholic Wines: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In India, few wine manufacturers are now trying to attract customers by manufacturing non alcoholic wines. However there is not much demand that has been observed for the same. A non alcoholic wine is a new concept that has not been popularized much in India. One of the major reasons of its low popularity is that there are myths that it still contains a certain percentage of alcohol. This however is not true. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Non alcoholic wines need not necessarily be made from grapes. It can be made from various fruits like apricots, mangoes, apples, oranges, berries etc. These are like beverages that could be carbonated or non-carbonated. A typical known non-alcoholic wine beverage in the United States of America is the Almost Wine Cooler. It is known as a virgin wine cooler. This is an aerated beverage that is made from wine and other fruit juices without any alcohol content. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â These beverages are believed to be healthier than the normal aerated beverages like cola, etc. These can be served to people of all ages. However since these are made originally from alcoholic beverages it is mandatory for the manufacturer to put a label on the packaging showing a minimum alcoholic content percentage in the USA. Hence in America, kids below the age of 21 are not allowed to purchase non alcoholic beverages. Non Alcoholic Wine Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Wines are made non alcoholic in nature through the process of reverse osmosis. Firstly wine is manufactured through its normal process and it then undergoes a process of reverse osmosis where the alcohol is separated from the wine to give a concentrated wine solution. This then undergoes carbonation where the concentrated non-alcoholic wine is carbonated depending on requirement. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In the case of the beetroot wine example as mentioned above the process for manufacturing the wine will remain the same. After the last clarification or filtration stage, instead of bottling the wine, the wine is sent to a tank where it gets carbonated with CO2 under pressure. After this stage it goes through the bottling process. Reverse Osmosis: It is a patented method and is much more efficient than the evaporation and distillation method. Equipments: Storage tanks, Pumps, Reverse osmosis unit and a valve. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â In the reverse osmosis method a tank is initially filled with the alcoholic wine. This tank is connected to a pump that pushes the wine into a reverse osmosis unit. The reverse osmosis unit consists of a membrane having very small pores encased in cylinders. The wine flows through the membrane at very high pressure and through the small pores. The mesh like membranes that are encased in cylinders separate the wine into a syrupy concentrate and an alcohol water mixture. Thus the membrane separates out the syrupy concentrate from the alcohol and water. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â The alcohol and water mixture is sent to a storage tank that collects all the alcohol and water. The syrupy wine concentrate gets recycled back to the original tank containing the wine thus reducing the percentage of alcohol in the tank. The syrup is recycled through a valve that controls the flow. This cycle is repeated around 10-20 times till the alcohol concentration or alcohol percentage is reduced to completely zero. After this, water gets reintroduced to the tank with the concentrated syrup to obtain the final product. The finished product taste is almost similar to that of the original wine if not sweeter and the percentage of alcohol in this product is almost zero. It is believed to be around one half of one percent of alcohol. Hence non alcoholic wines are also called zero alcoholic wines. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This finished product then passes to a tank for carbonation under high pressure depending on requirement for carbonated beverage. This product can also be reasonably priced to compete effectively with the soft drink beverages like the colas, and also to effectively compete against juices and energy drinks. Root Beer: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Another concept that is completely new in the country is root beer. Root beer is the biggest non alcoholic beverage in the west. It is extremely popular and is accepted as a healthier drink as compared to Coke, Pepsi, etc. Other variants of root beer include fruit beer, birch beer and ginger ale. These again are non alcoholic beers prepared from various fruits and Ginger syrup (for ginger ale). Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Root beer can be manufactured either as alcoholic or non alcoholic (i.e. soft drink). However the non alcoholic root beer is still more popular in the USA. The main ingredient initially in the manufacture of root beer was Sarsaparilla or Sweet Sarsaparilla. However now a days it is more favorable to make root beer from root beer extract. This is due to the carcinogenic nature of this plant. Root beer extract consists of caramel colour, imitation vanilla, water and alcohol. It consists of a very small proportion of alcohol. Studies show that root beer made from root beer extract has around 0.35% alcohol. This can be easily removed by reverse osmosis. Root Beer Manufacturing Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Root beer is much simpler and easier to manufacture as compared to actual beer. Raw Materials Required: Root Beer Extract, Water, Yeast Sugar. Equipment: Storage tanks, Mixer, Filtration unit, Fermenters and pumps. Process: Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Sugar in a proportionate quantity to the quantity of the root beer to be manufactured is added to the mixer with an agitator. This would ensure the powdering of the sugar. Next a small quantity of yeast is added to the mixer and this mixture is blended well. After blending the mix from the mixer is sent to the fermenters. The fermenters are fermentation tanks where a proportionate quantity of root beer extract is added. This extract mixes well with the mix of powdered sugar and yeast. To this mixture in the fermentation tank water is added. The minute water is added the temperature of the mixture in the tank rises up. This is due to the fermentation of sugar carried out by the yeast. Thus the tank can be provided by cooling coils or a jacket to maintain the temperature to below 30oC. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â This mixture from this tank is sent to a sealed tank with a pressure relief valve to release the pressure being developed and to ensure that there is no explosion. The sealed tank also ensures no outside activity of air or oxygen on the mixture in the tank. Fermentation takes place in around 5 days and after 5 days the mixture is passed though a filtration unit where any undissolved yeast or sugar is separated out. The solution is then moved into a storage tank maintained at cooler temperatures to ensure no yeast enzyme activity and to ensure no further fermentation. Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â After storage, when the fermentation process has completely slowed down the finished product can be sent to the bottling plant for packaging. This solution or finished pr
Friday, October 25, 2019
Pos. and Neg. of DNA Profiling Essay -- essays research papers fc
The Positives and Negatives on DNA Profiling DNA testing has many uses, both positive and negative, in our society. Genetic profiling has been beneficial in paternity suits and rape cases, where the father or the assailant could be identified. However, despite its growing number of utilizations, DNA profiling is extremely hazardous when results are inaccurate or used to discriminate. Many have benefited from the genetic engineering that has developed at a frightening rate in the last decade. Evabeth T. wrote in the Family Forum expressing her gratefulness of DNA testing. â€Å"Had I not had the genetic testing, I would not have known of the tumor until symptoms occurred, and then I might have had major problems like a heart attack or a stroke,†(Ask the Family). Evabeth is not the only person DNA profiling has benefited. In 1989, Donald Roultodt a prominent father of three was convicted of sexual abuse with his seven-year-old daughter in the Georgia courts of law, (Thompson, 1989). Donald’s conviction, along with many other similar cases, was due to the DNA testing Aside from its usefulness in many legal investigations, DNA profiling can be used in the workplace to discriminate against employees whose profiles could pose a financial risk. For example, genetic technology can and has been used to determine whether or not a person will contract certain diseases, such as sickle-cell anemia. This could cause many employers to hesitate in hiring these people. In the early 1970's, the United States began a carrier screening for sickle-cell anemia, which affects 1 in 400 African-Americans. Many of those identified as carriers mistakenly thought they were afflicted with this debilitating disease. Furthermore, confidentiality was often breached, and in some cases, carriers were discriminated against and denied health insurance along with employment. Genetic engineering with respect to insurance does not stop here. Further development could lead to a complete knowledge of who will develop a disease and when. This will drastically affect the practicality of life insurance policies. Another striking danger of insurance companies discriminating is with infants. The companies may become extremely hesitant in insuring babies who have a high susceptibility to certain diseases. The frequency of genetic testing in criminal investigations has been increasing dramatically despite... ...fidentiality and discrimination, and insurers and employers concerned about liability, it will fall upon legislators and the courts to define the proper use of genetic information.†What matters is how the knowledge of DNA profiling is used. DNA profiling can be an extremely beneficial tool in the war against crime. However, when used for discriminatory purposes, this tool becomes a crime in itself. The ability to compare and contrast a person's genetic code with another should not be taken lightly, for with this great knowledge comes great responsibility. Bibliography â€Å"Ask the Family.†VHL Family Alliance Home Page 5:4 (December 1997): Online. http://www.vhl.org/newsletter/vhl1997/97dpdnat.htm. Grubb, Andrew. Blood Testing, AIDS, and DNA profiling: Law and Policy. Bristol: Family Law, 1990. â€Å"Paternity and Testing Center.†DNA Diagnostics Center Home Page Online. 09 October 2000 http://www.dnacenter.com/htm. â€Å"Privacy and DNA Fingerprinting News.†Eubios Ethics Institute Publications. Online. 10 October 2000. http://www.zobell.biol.tsukuba.ac.jp~macer/NBBFP.htm. Thompson, William C. "DNA Evidence in Criminal Law: New Developments." Trial. 08 August 1989.
Thursday, October 24, 2019
Mending Wall Commentary Essay
Robert Frost’s Narrative poem, â€Å"Mending Wall†is a light-hearted yet tense depiction of opposing views that brings together two different people. Written in blank verse with simple structure and strewn with images alluding to myths and human history, this poem reveals the men’s customs and furthermore the never ending ritual of man, which guides the reader to conclude that In this poem Robert Frost does make an allusion to the famous Greek myth of Sisyphus. For those of you who are unfamiliar with this legend, it tells the story of a man named Sisyphus who was condemned to the chronic punishment of continuously pushing an oversized boulder up a steep hill only to watch it roll back down so he could start the process all over again. This directly relates to the Mending Wall because in this poem the two neighbors meet up from time to time to put boulders on top of the wall dividing their properties. Yet, just as inevitably at the fate of Sisyphus, the boulders frequently fall back down and the two men willingly repeat the process. Another interesting concept that falls into the two men’s process, is that the neighbor who initiates the repairs of the wall is the speaker who believes that there is no need for a wall between their properties. If his true desire was to rid of the wall then he wouldn’t constantly restore it, therefore the speaker must derive some inside satisfaction from the building of the wall or even the connection it brings with his neighbor. The structure of the Mending Wall is a long one-stanza poem. It is written in blank verse (no rhyming) and contains a narrative-like style. One of the main devices Robert Frost comprises is repetition, which is used as a technique to emphasize the collision of views between the neighbors. We first see the line â€Å"something there is that doesn’t love a wall†in the beginning of the poem when the speaker is referring to nature as that ‘something’, and once the line is repeated it has a new meaning. At the end of the poem the ‘something’ refers to the attitudes of the speaker towards the wall, meaning the narrator does not ‘love the wall’ and wants it down. Another example of repetition is the statement â€Å"good fences make good neighbours†. This reflects back to and accentuates the idea and opinion that although people can be good friends, there will always be a barrier standing between them, acting as a boundary that separates their social relations from their personal privacy, ‘walling in’ what they do not wish to share with others. Robert Frost employs primeval diction to transform the ordinary scene of wall mending into an ancient act of savages. He emphasizes words such as â€Å"spells†and â€Å"elves†that make the two men seem ancient and from the Stone Age as they hoist and transport the boulders. Also in history the building of walls, both literal and figurative, marked the very foundation of society. Figuratively, rules and laws are walls and justice is the process of wall-mending. And the ritual of wall maintenance highlights the dual and complementary nature of human society, meaning the rights of individuals are affirmed through the affirmation of other individuals’ rights. In the poem their communal act, or civic â€Å"game,†offers a good excuse for the speaker to interact with his neighbor as they perform the same procedural actions done by prehistoric humans.
Wednesday, October 23, 2019
Engineer
Concentrated Knowledgeâ„ ¢ for the Busy Executive Vol. 24, No. 8 (2 parts) Part 1, August 2002 †¢ Order # 24-19 FILE: LEADERSHIP  ® Realizing the Power of Emotional Intelligence PRIMAL LEADERSHIP THE SUMMARY IN BRIEF Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions. Humankind’s original leaders earned their place because their leadership was emotionally compelling. In the modern organization this primordial emotional task remains.Leaders must drive the collective emotions in a positive direction and clear the smog created by toxic emotions whether it is on the shop floor or in the boardroom. When leaders drive emotions positively they bring out everyone’s best. When they drive emotions negatively they spawn dissonance, undermining the emotional foundations t hat let people shine. The key to making primal leadership work to everyone’s advantage lies in the leadership competencies of emotional intelligence; how leaders handle themselves and their relationships. Leaders who exercise primal leadership drive the emotions of those they lead in the right direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The Vital Emotional Component of Leadership Page 2 Why Good Leaders Must Read Emotions Pages 2, 3 The Four Dimensions Of Emotional Intelligence Pages 3, 4 The Leadership Repertoire Pages 4, 5 What You’ll Learn In This Summary In this summary, you will learn the secrets of primal leadership by: ? Understanding what primal leadership is and why, when practiced correctly, it creates resonance in your organization. ? Understanding the neuroanatomy that underlies primal leadership and what emotional intelligence competencies you need to succeed. Understanding the six leadership styles you can use  from visi onary to coaching to pacesetting  to inspire others, and when to use each one. ? Understanding who you are and what you need to change to become a primal leader, and then develop a plan to make those changes. ? Learning how to build emotionally intelligent organizations. Published by Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA  ©2002 Soundview Executive Book Summaries †¢ All rights reserved. Reproduction in whole or part is prohibited. Developing Emotionally Intelligent Leaders Pages 5, 6 The Motivation to ChangePages 6, 7 Building Emotionally Intelligent Organizations Pages 7, 8 Reality and the Ideal Vision Page 8 Creating Sustainable Change Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee  THE COMPLETE SUMMARY The Vital Emotional Component of Leadership Gifted leadership occurs where heart and head  feeling and thought  meet. These are the two things that allow a leade r to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone won’t make a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating resonance.As a result, the manner in which leaders act  not just what they do, but how they do it  is a fundamental key to effective leadership. The reason lies in the design of the human brain. Laughter and the Open Loop A study at Yale University showed that among working groups, cheerfulness and warmth spread most easily. Laughter, in particular, demonstrates the power of the open loop in operation. Unlike other emotional signals which can be feigned, laughter is largely involuntary. In a neurological sense, laughing represents the shortest distance between two people because it instantly interlocks limbic systems.This immediate, involuntary reaction might be called a limbic lock. Laughter in the workplace signals trust, comfort, a nd a shared sense of the world. a management team that did not get along, the poorer the company’s market return.  ¦ The Open Loop The brain is an open loop. We rely on connections with other people for our emotional stability. Scientists describe the open-loop system as â€Å"interpersonal limbic regulation,†whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms and even immune function inside the body of another.Other people can change our very physiology and our emotions. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her flavor to the mix. Negative emotions  especially chronic anger, anxiety or a sense of futility  powerfully disrupt work, hijacking attentions from the tasks at hand. On the other hand, when people feel good, they work at their best. Feeling good lubricates mental efficiency, making people better at understanding information and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, make more sales, in part because they are able to withstand rejection better than their more pessimistic peers. A study on 62 CEOs and their top management shows just how important mood is. The CEOs and their management team members were assessed on how upbeat  energetic, enthusiastic and determined  they were. They were also asked how much conflict the top team experienced. The study found that the more positive the overall moods of people in the top management team, the more cooperative they worked together and the better the company’s business results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of being continually off-key. Ranging fr om abusive tyrants to manipulative sociopaths, dissonant leaders are out of touch and create wretched workplaces (continued on page 3) The authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee, who is a member of the faculty of the University of Pennsylvania Graduate School of Education, consults to business leaders worldwide. Copyright © 2002 by Daniel Goleman. Summarized by permission of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, 175 Fifth Avenue, New York, NY 10010 (for audio rights). 306 pages. $26. 95. 0-57851-486-X.Published by Soundview Executive Book Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a divis ion of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions: $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices. Postmaster: Send address changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright  © 2002 by Soundview Executive Book Summaries.Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) Multiple-subscription discounts and Corporate Site Licenses are also available. . 2 Soundview Executive Book Summaries  ® Primal Leadership  SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) Leadership and the Brain’s Design New findings in brain research show that the neural systems responsible for the intellect and for the emotions are separate, but have intimately interwoven connections.This brain circuitry provides the neural basis of primal leadership. Although our business culture places great value in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain  our emotional center  commandeers the rest of our brain. There is a good reason for this. Emotions are crucial for survival, being the brain’s way of alerting us to something urgent and offering an immediate plan for action  fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The trigger point is the amygdala, a limbic brain structure that scans what’s happening to us moment by moment, always on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. Tod ay we face complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked  swept away by anxiety or anger better suited for handling bodily threats than office politics.Fortunately, emotional impulses pass through other parts of the brain, from the amygdala through the prefrontal area. There an emotional impulse can be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological superhighway. The emotional intelligence competencies hinge on the smooth operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ?  although they have no idea how destructive they are, or simply don’t care.Meanwhile, the collective distress they trigger becomes the group’s preoccupation, deflecting attention away from their mission. Emotionally Intelligent Resonance Resonant leaders, on the other hand , are attuned to their people’s feelings and move them in a positive emotional direction. Resonance comes naturally to emotionally intelligent leaders. Their passion and enthusiastic energy resounds throughout the group. When there are serious concerns, emotionally intelligent (EI) leaders use empathy to attune to the emotional registry of the people they lead.For example, if something has happened that everyone feels angry about (such as the closing of a division) or sad about (such as a co-worker’s serious illness) the EI leader not only empathizes with those emotions, but also expresses them for the group. The leader leaves people feeling understood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They share ideas, learn from one another, make decisions collaboratively, and get things done. Perhaps most important, connecting with others at an emotional level makes work more meaningful.  ¦ The Four Dimensions Of Emotional Intel ligenceThere are four domains to emotional intelligence: selfawareness, self-management, social awareness and relationships management. Within the four domains are 18 competencies. These competencies are the vehicles of primal leadership. Even the most outstanding leader will not have all competencies. Effective leaders, though, exhibit at least one competency from each of the domains. The four domains and their competencies are listed below: Self-awareness ? Emotional self-awareness: Reading one’s own emotions and recognizing their impact and using â€Å"gut sense†to guide decisions. Accurate self-assessment: Knowing one’s strengths and limits. ? Self-confidence: A sound sense of one’s self-worth and capabilities. Transparency: Displaying honesty, integrity and trustworthiness. ? Adaptability: Flexibility in adapting to changing situations or overcoming obstacles. ? Achievement: The drive to improve performance to meet inner standards of excellence. ? I nitiative: Readiness to act and seize opportunities. ? Optimism: Seeing the upside in events. Social Awareness ? Self-management ? Emotional self-control: Keeping disruptive emotions and impulses under control.Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns. ? Organizational awareness: Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries  ® 3 Primal Leadership  SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? Service: Recognizing and meeting follower, client or customer needs. Relationship Management ? Inspirational leadership: Guiding and motivating with a compelling vision. ? Influence: Wielding a range of tactics for persuasion. Developing others: Bolstering others’ abilities through feedback and guidance. ? Change catalyst: Initiating, managing and leading in new directions. ? Building bonds: Cultivating and maintaining relationship webs. ? Teamwork and collaboration: Cooperation and team-building.  ¦ The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct approaches to leadership. Four of the styles  visionary, coaching, affiliative and democratic  create the kind of resonance that boosts performance. The other two  pacesetting and commanding  should be applied with caution. nd fostering friendly interactions. When leaders are being affiliative, they focus on the emotional needs of workers, using empathy. Many leaders who use the affiliative approach combine it with the visionary approach. Visionary leaders state a mission, set standards, and let people know whether their work is furthering group goals. Ally that with the caring approach of the affiliative leader and you have a potent combination. 4. Democratic. A democratic leader builds on a triad of EI abilities: teamw ork and collaboration, conflict management and influence. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBM’s Louis Gerstner, an outsider to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, restricted to settings where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t (continued on page 5) The Six Styles of Leadership 1. Visionary. The visionary leader articulates where a group is going, but not how it gets there  setting people free to innovate, experiment and take calculated risks. Inspirational leadership is the emotional intelligence competence that most strongly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leader’s vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and understand their perspectives helps leader articulate a truly inspirational vision. 2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. Effective coaching exemplifies the EI competency of developing others, which lets a leader act as a counselor.It works hand in hand with two other competenc ies: emotional awareness and empathy. 3. Affiliative. The affiliative style of leadership represents the collaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social agency, there were clearly problems. Her predecessor had mired the agency in rules that the talented staff the agency had attracted because of its mission found draining. Despite increased needs for the agency’s services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the future and tapped into the compassion and dedication they felt. She voiced their shared values whenever she could. She guided them in looking at whether how they did things furthered the mission, and together they eliminated rules that made no sense. Meanwhile, she modeled the principles of the new organization she wanted to create: one that wa s transparent and honest; one that focused on rigor and results. Then Leroy and her team tackled the changes. The agency’s emotional climate changed to reflect her passion and commitment; she set the tone as a visionary leader.Soundview Executive Book Summaries  ® Primal Leadership  SUMMARY The Leadership Repertoire (continued from page 4) The Case of Too Much Pacesetting The superb technical skills of Sam, an R&D biochemist at a large pharmaceutical company, made him an early star. When he was appointed to head a team to develop a new product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by working late and offering himself as a model of how to do first-class scientific work under tremendous deadline pressure.His team completed the task in record time. But when Sam was selected to head R&D, he began to slip. Not trusting the capabilities of his subordinates, he refused to delega te power, becoming instead a micro-manager obsessed with details. He took over for others he perceived as slacking, rather than trust that they could improve with guidance. To everyone’s relief, including his own, he returned to his old job. trust them to get their job done. The emotional intelligence foundation of a pacesetter is the drive to achieve through improved performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team building of the affiliate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesn’t bother to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek tight control and monitoring. Of all the leadership styles, the commanding approach is the least effective. Consid er what the style does to an organization’s climate.Given that emotional contagion spreads most readily from the top down, an intimidating, cold leader contaminates everyone’s mood. Such a leader erodes people’s spirits and the pride and satisfaction they take in their work. The commanding style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a hostile take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on three emotional intelligence competencies: influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track.  ¦ Developing Emotionally Intelligent Leaders The key to learning that lasts lies in the brain. Remember that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended practice and feedback. The limbic system is a slow learner, especially when trying to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership learning requires plenty of practice and repetition. That’s because neural connections used over and over (continued on page 6) Boyatzis’s Theory of Self-Directed Learning Practicing the new behavior, building new neural pathways through to mastery 1. My ideal self: Who do I want to be? 2. My real self: Who am I? 5. Developing trusting relationships that help, support and encourage each step in the process 4. Experimenting with new behavior, thoughts and feelingsMy strengths: Where my ideal and real self overlap My gaps: Where my ideal and real self differ 3. My learning agenda: Building on my strengths while reducing gaps Soundview Executive Book Summaries  ® 5 Primal Leadership  SUMMARY How One Leader Changed When Nick, a star salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the bottom quartile. He hired leadership consultants, who determined what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was encouraged to focus on his salespeople’s performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman  empathy, self-management and inspiration  transferred well. He seized the opportunity to work one-on-one and stifled his impulse to jump in when he got impatient with someone’s work. Eighteen months later, the agency had moved from the bottom to the top and Nick became one o f the youngest managers to win a national award for growth. The Motivation to Change The first discovery  the ideal self  is where change begins.Connecting with one’s passion, energy, and excitement about life is the key to uncovering your ideal self. Doing so requires a reach deep inside. You, Fifteen Years from Now Think about where you would be sitting and reading this summary if it were fifteen years from now and you were living your ideal life. What kinds of people are around you? What does your environment look and feel like? What would you be doing during a typical day? Don’t worry about the feasibility. Just let the image develop and place yourself in the picture. Write down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding prin ciples are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience before you die. Doing so will open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership development must be self-directed. You must want to develop or strengthen an aspect of who you are or who you want to be. This requires first getting a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves five discoveries, each representing a discontinuity. The goal is to use each discovery as a tool for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the following stages: ? The first discovery: My ideal self  Who do I want to be? ? The second discover y: My real self  Who am I?What are my strengths and gaps? ? The third discovery: My learning agenda  How can I build on my strengths while reducing my gaps? ? The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery: Developing supportive and trusting relationships that make change possible.  ¦ Look at Your Real Self Once you see your ideal self, you need to look at your real self  the second discovery. Then, and only then, can you understand your strengths. Taking stock of your real self starts with an inventory of your talents and passions  the person you actually are.This can be painful if the slow, invisible creep of compromise and complacency has caused your ideal self to slip away. How do you get to the truth of your real self? You must break through the information quarantine around you. Actively seek out negative feedback. You can do this using a 360-degree ev aluation  collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your strengths and gaps. Do this by creating a personal balance sheet, listing both.Don’t focus solely on the gaps. Metamorphosis: Sustaining Leadership Change It’s now time to develop a practical plan to learn leadership skills, which is the third discovery. Focus on improvements you are passionate about, building on your strengths while filling the gaps. Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that: (continued on page 7) 6 Soundview Executive Book Summaries  ® Primal Leadership  SUMMARY Are You a Boiling Frog? If you drop a frog into boiling water, it will instinctively jump out.But if you place the frog in a pot of cold water and gradually increa se the temperature, the frog won’t notice the water’s getting hotter. It will sit there until the water boils. The fate of that poached frog isn’t so unlike some leaders who settle into a routine or let small conveniences solidify into large habits  and allow inertia to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical mass of resonant leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. Groups only begin to change when they understand how they work, especially if there is discordance. They must understand what the underlying group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strength s. ? Goals must be your own, not someone else’s. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is superior to that of the brightest individual in the group  unless the group lacks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You can’t (and only when) assume that the force of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive people’s behavior. Don’t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must address the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting Stage The fourth discovery requires you to reconfigure your brain as you practice new behaviors to the point of mastery.You can only do this by bringing bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. Envision yourself repeating the behavior you want to master ov er and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections necessary for genuine change to occur. Supportive and Trusting Relationships Finally, begin applying the fifth discovery  the power of supportive relationships. For anyone who has gone through leadership development that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological safety.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and avoid risk-taking change. Where can you find these relationships? One approach is to find a mentor. Another is to hire an executive coach.  ¦ Maximizing the Group’s Emotional Intelligence A group’s emotional intelligence requires the same cap abilities that an emotionally intelligent individual does  self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood from spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries  ® 7 Primal Leadership  SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way location and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the member’s anger is allowed to fester, it will infect the whole team. But if instead, the leader acknowledges the sacrifice the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collecti ve self-awareness. This is the true work of the team leader. Initiate the process by looking at what’s really going on in the group. Uncover the team’s less-productive norms and work with the team to change them.  ¦ Shoney’s Transformation The Shoney’s restaurant chain had a close-knit group of executives at the top  people who knew each other well, shared history and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boy’s network of white male senior executives with an underlying culture that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who alleged discrimination. A cadre of new leaders have changed the company’s culture and broadened opportunities so much that ten years later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred beca use the lawsuit was a wake-up call regarding the reality of the company’s dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question the emotional reality and cultural norms underlying the organization’s daily activities and behavior. To create resonance and results, the leader has to pay attention to people’s emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance and dissonance. The overall ratio determines the organization’s emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotiona lly intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. That’s because new leadership means a new mindset and new behaviors, and in order for these to stick, the organization’s culture, systems and processes all need to change.Let’s say that as a leader, you get it. You’ve set the stage by assessing the culture, examining the reality and the ideal. You’ve created resonance around the idea of change, and you’ve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their daily work as a learning laboratory. That process must also be self-directed and include the following elements: ?A tie-in to the organization’s culture. ? Seminars emphasizing individual change. ? Learning abou t emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching.  ¦ Dynamic Inquiry A process called dynamic inquiry can help you discover an organization’s emotional reality  what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand what’s getting in its reality. the way.The process uses focused conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum. People feel inspired and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision  one that is in sync with individual hopes and dreams .  ¦ 8 Soundview Executive Book Summaries  ®
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