Leadership style of a successful international businessman

Leadership style of a successful international businessman INTRODUCTION This essay explores the leadership style of a successful international businessman, Howard Schultz, the Chief Executive Officer of Starbucks coffee-house company, arguably the worlds most successful coffee company. Fellner (2008) credited Schultz with having a highly successful year in 2003 à ¢Ã¢â€š ¬Ã‚ ¦ with a net sales of $4.1 billion (almost twice what it had earned in 2000 when it yielded $265 million (p.16). Schultz was ranked as the 354th richest person within the USA in 2006 with a net worth of over one billion dollars (Forbes.com, 2006). Schultz joined the Starbucks Company initially as an executive in the early 1980s before becoming chief executive officer in 1987 and was credited for developing the company into an internationally recognized brand and multi-national corporation (James, 2009). He took a step down from CEO to Chairman in 2000 and witnessed the company struggle through the economic down-turn before returning to the helm as CEO in 2008 and navigating the compa ny through an international expansionist strategy whilst reducing the number of physical companies in the domestic US market. The premise of relevant leadership theories and models will be used to analyze the topic of Schultzs leadership style. In particular, one will assess the type of skills that he has demonstrated in order to ascertain his style of leadership in terms of competencies and meta-competencies. This assignment will enable the reader to understand what makes a successful entrepreneur and global leader by providing a lens into their world-view. In conjunction with references to academic discourse, the components of this effective leader are illuminated through a personal bibliography within the following section. CRITICAL ANALYSIS: LEADERSHIP THEORIES AND SCHULTZS LEADERSHIP STYLE Burns (1978) introduced a theory on leadership that has had global implications for organizations. At the heart of Burns argument was a differentiation between two different types of leader: transformational and transactional. The latter often bases his approach on interactions and exchanges with those at lower organizational tiers in order to meet his desired strategic goals. In turn, his employees get what they require such as a salary, praise or promotion in exchange for what the leader values (such as effective performance levels). Conversely, a transformational leader seeks to redress employee/follower concerns and meet their desires whilst leading effectively and dealing with organizational issues at a higher contextual level. In this latter respect, followers are accorded respect and encouraged to develop as persons in their own right. They are also encouraged to participate at a collective level in order to ensure organizational objectives are met. Transformational Leaders te nd to adapt a selling style of leadership. The influence of this approach is captured in the following quote: [It] engenders high levels of motivation and commitment among followers/members. The emphasis is on generating a vision for the organisation and leaders abilities to appeal to the higher ideals and values of followers/members in order to achieve high performance, high commitment and high inclusion to an organisation or system (Rodgers et al; 2003: p.16). The emphasis shift from Transactional to Transformational leadership occurred in order to redress the hierarchical imbalance associated with Transactional theories by encouraging active participation and inclusion amongst followers. Discourse widely proffers that effective leadership development is an ambiguous and contested concept due in part to the variability of peoples leadership styles. Bryman (2007) argues that heroic and hierarchical forms of leadership that focus on a leaders competencies and behaviours have traditionally prevailed within business circles yet are increasingly unsuitable in the current and somewhat chaotic, global business environment (Collinson, Collinson, 2009: p.367). It is widely argued that modern leaders must eschew novel skill-sets, meta-competencies such as inter-personal skills and positive behaviours in order to increase organizational efficiencies and effectiveness (Kiel and Watson, 2009). Kutz discusses some of the tensions emanating from globali zation and free-market structures where a: Constant pressure to innovate, gives rise to continually changing contexts. In turn, these phenomena require executives and leaders to respond and adapt to quickly changing contexts (2008: p.18). Schultz recent advocated the use of mobile technology to enhance the efficiency and effectiveness of the company by accepting purchase payments through a mobile device. A Starbucks Card-Mobile iPhone application also enables use in a gift card capacity by presenting a technically secure QR bar code for baristas to scan in front of a high-tech 2D scanner during the payment process (Butcher, 2010). Participating customers now have the ability to reload their card balance via their mobile device using a major credit card. They also have the ability to check the status of their My Starbucks Reward status and to search for Starbuck stores in situ (ibid). From an historical perspective and before mobile technologies were piloted and implemented across New York Stores, Schultz had a vision to create 2000 physical stores by the year 2000. Some observers credit this vision with the driver behind Starbucks success. Schultz used his ability to translate this vision across the organizations management teams and supervisors who possessed micro level visions that directly sustained and supported his aims: His powerful communication skills define a leader who knows not only what he stands for, but also the values he promotes, and who knows how to make an emotional connection with his listeners (Bloomberg Businessweek, 2006: n.p). At a lower contextual level, management and supervisors directly supported their staff by providing them with the opportunity and resources to grow through various activities such as coaching, training, mentoring and educational opportunities. A shift towards a situated, networked and fluid leadership style based on n ovel forms of participation has been the consequence of Schultzs actions. Schultz stresses the importance of sharing both the success and the credit of entrepreneurship (Neff Citrin, 1999). Collinson Collinson cited research by Bolden et al. (2008, 2009) within the higher education establishments which identified strong evidence of distributed leadership. Conversely, and paradoxically, respondents (employees) also recognized the importance of powerful and inspiring leaders (2009: p.376). Schultz advocated the purchase of companies including Seattle Coffee Company in the UK and subsequently expanded their operations beyond the United States into Europe and South East Asia. By 2003 the number of stores rose to 6,000 and by 2010 approximately 16 thousand stores existed in over 50 countries (New York Times, 2010). The success of Starbucks has been attributed to Schultz collaborative style that contained powerful social essence, encouraged follower empowerment and which was seen as non-hierarchical and less-centralized compared to many other business models. Starbucks business strategy was driven by a man who exhibited effective leadership skills by empowering lower-tiered management and staff to participate in decision-making activities (associated with the 2000 vision) and by, for instance, providing universal healthcare for all employees. Starbucks uses 2 mission statements which are noted in the companys website: To inspire and nurture human spirit one person, one cu p, and one neighbourhood at a time and Starbucks is committed to a role of environmental leadership in all facets of our business (www.starbucks.com). James (2009) recently noted how the company still prides itself on its treatment of workers (baristas) who receive the same health benefits as all other tiers of the company: He gave baristas health care plus a share of the profit. When the AIDS epidemic was at its height, Starbucks paid for terminal illness care for employees for 29 months until the government took over (n.p). James also noted some of the current tensions facing Starbucks Corp and its CEO in particular. Schultz may have provided all employees with a 401(k) plan and stock options (including health benefits); however Starbucks Workers Union has restricted rights which limit its ability to defend staff against low-paid work and unsociable hours. James noted how Schultz stated: I was convinced that under my leadership, employees would come to realize that I would listen to their concernsà ¢Ã¢â€š ¬Ã‚ ¦If they had faith in me and my motives, they wouldnt need a union. On his return to the CEO fold in 2008, Schultz planned to dramatically reverse a decline in sales and achieve a turnaround in the companies financial performance at a time when the business world presumed that Starbucks had effectively lost its innovative edge. He advocated the closure of 300 US stores and cut hundreds of jobs yet aggressively opened hundreds of new stores beyond the US market (New York Times, 2010). Schultz took the decision to downsize in the US market and expand further globally with the support of his senior management team. This reflects Hughes, Ginnett, and Curphy (1999, p. 365), who found that: [members] solidify into an interdependent team of mutually supporting friends and colleagues (cited in Bentley et al; 2004). Tobak, (2009) questions whether Schultz had the vision at that time to acknowledge that Starbucks undertook such changes without foreseeing the problems that may ensue. He conveniently blamed the economic downturn  [1]  for much or Starbucks p roblems when in fact significant problems occurred approximately 18 months before the economy: à ¢Ã¢â€š ¬Ã‚ ¦took a nose dive. From January 2007 to August 2008, its share price was off 60 percent while the Nasdaq index was essentially flat. This is not about the economy, and Schultz knows it (n.p). Schultz stated in a recent July/August 2010 Harvard Business Review article: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually worse than Id thought. The decisions we had to make were very difficult, but first there had to be a time when we stood up in front of the entire company as leaders and made almost a confession-that the leadership had failed the 180,000 Starbucks people and their families. And even though I wasnt the CEO, I had been around as chairman; I should have known more. I am responsible. We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point. Its like when you have a secret and get it out: The burden is off your shoulders. Cited in Petty (2010: n.p) In early 2009, the company bounced back and has seen more store traffic and renewed earnings growth with Starbucks shares raising to $24 a share. By spring 2010, the company: à ¢Ã¢â€š ¬Ã‚ ¦announced its first dividend to be paid in cash to investors. In April, the company said its profit rose more than eightfold in the second quarter, as more customers visited its stores and spent more (ibid: n.p). Kiel Watson (2009) suggest that most organizational issues encompass human rather than technical challenges and suggest: While no academic study has been conducted on this topic [affective leadership and emotional intelligence], we believe that [those] who are successful in developing the support of their communitiesare ones who expend considerable emotional labo[u]r (p.22). Schultz leadership style has been described in the following terms: They dont teach caring in business schools, and benevolence isnt usually discussed in corporate management seminars. But these values anchor Schultzs leadership philosophy as he seeks to build connections between people through demonstrations of heart and conscience. Starbucks baristas, for example, receive a Green Apron Book that exhorts them to be genuine and be considerate. And the company works hard to treat its coffee growers in Third World countries with dignity while purchasing their products at above-market prices (Meyers, 2005, p. 1) Lara Wyss, Starbucks director of global consumer public relations also noted how: The company is testing concept stores with various platforms that fit in with its Shared Planet pledge hat each new store built in 2010 will be Leadership in Energy and Environmental Design (LEED) certified (Zegler, 2010: p.62). Starbucks has recently introduced three concept stores in Seattle, Disneyland Paris and London. The former was recently redesigned in the light of its heritage concept theme and uses various recycled and revamped materials as part of its dà ©cor. Schultz illustrated examples of effective leadership by embracing a culture of open communication and by constructing active partnerships with his work-force. Schultz style of leadership would be at odds with a somewhat aggressive and negative management style that reflected an authoritarian and hierarchical leadership approach, such as that adopted by Michael OLeary from Ryanair. A Wall Street Journal (2009) article highlighted OLeary s abhorrence and total disregard of trade union power within the airline industry and how his drive for cost savings included the prospect of refusing free food for airline staff if the opportunity arose. Further criticism was directed at him for a perceived lack of moral leadership by refusing to provide wheel chair assistance for disabled passengers (Box Byus, 2005: p.68). Conversely: Starbucks was among the first companies to provide medical benefits to part-time employees. Today, however, Starbucks is spending more on healthcare than on coffee, and the workforce is nervous about shrinking benefits. Were not ever going to turn our backs on our partners [employees], says Schultz reassuringly. Then he faces reality. But we need relief. Where is the money going to come from? (US.news.com, 2005) In this respect, Schultz and OLeary are clearly different types of leaders with opposing leadership styles, yet both have similar beliefs in regards to trade union power. Fellners (2008) book viewed Schultz as the leader of a coffee chain with a proffered liberal consciousness and whose reputation was paradoxically categorized as a symbol of globalization and all that is immoral with free-market capitalism. She found paradoxes in the basis of employee friendly structures that espouse universal healthcare provision with anti trade-unionist practices; and between what she perceived as community individuality and forms of cultural hegemony. Carroll, Levy Richmond (2008) discussed Alvesson and Sveningssons (2003abc) research findings which stipulated that numerous managers involved in leadership development may effectively articulate abstract ideals such as vision and inspiration. However, an inability to define or explain concrete actions undertaken in pursuit of such ideals was also d eemed prevalent (ibid). CONCLUDING NOTES This section will provide a conclusion to the assignment and discuss some of its limitations. It was noted within the main body of text how different leadership styles can influence employee motivation and job satisfaction. A clear comparison can be made between Schultz leadership style and that of a successful entrepreneur in another industry (Michael OLearys Ryanair airline company). It was also discussed above how various leadership styles impact upon employee motivation and job satisfaction. Nelson and Quick (2006) attributed Schultzs leadership to a transformational style because his caring and generous nature reflects transformational leadership qualities. In some respects, it is clear that Schultz shows concern for the whole Starbucks organization and exhibits openness and debate amongst its employees and management rather than pursuing activities out of his own selfish interests. Spillane proposes that: à ¢Ã¢â€š ¬Ã‚ ¦ from a distributed perspective, leadership practice takes shape in the interactions of people and their situation, rather than from the actions of an individual leader (2004: p.3). In realist terms, Fellner (2008) illuminated the chaotic social and business blend that Schultz embraces which seeks to maximize corporate profit by targeting new markets (foreign markets, mobile technology markets) whilst exhibiting sufficient social justice tendencies. It is this paradox that has led Schultz and his team to constantly align itself with one set of principles whilst seeking solace in another set of principles that are arguably at opposing sides of the spectrum. Collinson Collinson (2009) noted how Cameron et al. (2006) viewed effective leaders as: à ¢Ã¢â€š ¬Ã‚ ¦simultaneously paradoxical, integrating factors usually seen as competing, contradictory and even incompatible (ibid: 377). Schultz seems to have used high degrees of emotional intelligence by seeking alliances and partnerships within the Starbucks organization, rather than thrive on adversity and seek economic benefit from unethical channels. As noted above, OLearys approach to staff meals and customer wheel chairs highlight his domineering and hierarchical leadership approach whilst Schultz willingness to support employees suffering from HIV shows aspects of social justice in his personality traits. Schultz embraced change and development in a chaotic, competitive and complicated external environment. He seemed to display a significant amount of vision and emotional intelligence in order to transform the status quo into a global brand in over 50 countries. Overall, the literature suggests that modern leaders must provide effective leadership skills that compliment and encompass traditional management skills. These are increasingly linked to emotional intelligence, empowerment, empowerment, reflection, the ability to take risk without apprehension and the need to reflect upon the ethical and moral consideration of others. Schultz openness for social and ethical practices in pursuit of Starbucks business objectives has been applauded by many observers. Much of Schultz skills included trust building, negotiating with opponents and encouraging mutual co-operation. Therefore, one must possess a combination of hard, technical and softer, intuitive leadership skills in order to solidify their role as an effective leader in all situations. They must also be charismatic and inspirational yet calculated risk takers in order to navigate their respective organizations through the chaos and complexity (for instance, see Wheeler et al., 2007 in Coll inson Collinson, 2009)

Internet Marketing and Promotion Strategy Essay -- Internet Marketing

Broad Markets Goals (monthly) Exposures Conversion Rate Conversions ATV 900K .1% 4 $750 Top 3 Sites Website Impressions Traffic Visitor Profile Demographic Segmenting Facebook.com 100,000 About 124M Methodical Spontaneous -18-52 years old -Male & Female Twitter.com 100,000 About 27M -College student or graduate -Income $28-$100k+ -Any ethnicity -Interested in starting a business or developing business marketing Linkedin.com 100,000 About 60M Ad Formats The ad format for broad marketing will be static images. All three websites will use the same image for branding consistency and so that each campaign can be easily calculated. The image will have a brand heading, message describing the promotion (10% off), and the same call to action. These variables will be changed monthly to calculate the effectiveness. The imagery will be simple and the text will target startup and small to medium sized businesses. Messaging Strategy The messages’ main objective is to spread brand awareness and to present WebCom Marketing’s website and design solutions, along with a promotion, and a call to action. The solutions will include: marketing management, online advertising, and marketing agency solutions. The messaging will target methodical visitors by emphasizing WebCom Marketing’s as an alternative solution to having in-house marketing costs, and WebCom Marketing’s expertise. Separate messages will target spontaneous visitors by providing last minute solutions for businesses. Main Goals of Ad Exposures The main goal of the ad exposure is to consistently create similar brand awareness across each broad marke... ...isitors are more likely to search for more universal terms than non-brand specific terms. Once the visitor has landed on the landing page, they are now considered a conversion. Other results that will be measured are the landing page’s ability to retain the visitor, the call to action’s ability to capture the visitor, and other notes about the visitor’s behavior. Special Offers and Incentives SEO discounts will be similar to the other campaigns’ 10%, initially, and it will be recorded by the means of number of clicks, and filling out the specific form, or providing the promo number over the phone. The offers on the landing pages and mediums used will include a expiration term to support acting quickly. Visitors Conversions Revenue Cost Discounting Percent Cost/Revenue Ratio 675 7 $5,063 $3,500 10% 79.14% Summary of Projected Revenue and Costs (monthly)

Mary Wigman

Mary Wigman: Witch Dance Word Count: 1120 Through her simplification and breaking down of theatrical and aesthetic dance, Mary Wigman stands as one of the most inspirational figures of 20th century dance. Her unique use of theatrical elements such as masks, sound, costume and movement created an evolution of dance that was never seen before. Her use of the character, The Witch, changed the world’s views on dance forever, and inspired a revolution of artistic quality all around Europe.In this essay I will discuss whether or not The Witch in Wigmans work stands as an interpretation of her role in society, and her aspirations for future dance forms. Mary Wigman’s Witch Dance epitomized the breaking away from conventional concepts and traditions. Through her modernistic choreography she captured the true essence of dance. There was no conformity or theatricality to it. Instead, she used elements that would speak directly to the audience (Muller, 1986, pp. 173-184). The arch aic image of the witch expressed the elements of Wigman’s own identity.She expresses her modernistic identity in her breaking away of the social and cultural boundaries that besieged her time error. She also physically identifies herself as a witch, absorbing the viewer with the magical essence of her imagination. Through her movements she was able to personify this strong presence of the witch (Gunhild, 1992, pp. 35-49). She stressed the common association of the image of a witch with that of fear and apprehension of losing control over both body and mind.This fear was created to be extended to the audiences watching the piece (Chritiane & Finnan, 2006, pp. 76-84). One of Wigman’s most praised techniques in dance was her use of breathing. She believed that a dancers expression could be built to a climax simply through the pace and tone of their breathing. Through inhalation and exhalation the dancers were able to create both tension and tranquility. In addition to thi s her dance techniques were also highly revolutionary.Wigman did not believe that dance should be performed merely for entertainment purposes (Chritiane & Finnan, 2006, pp. 76-84). She diverged herself from the conventional practices of dance, such as ballet, and formed her own unique dance language that stripped away the aesthetic movement that was generally accepted at the time. The movement which she used in her pieces was unrestricted and she made use of percussion instead of traditionally orchestrated aesthetic music (Muller, 1986, pp. 173-184).This made the audience focus more on the properties of the dance itself then the external features of it. Wigman’s dances hypnotized the viewer with its powerful yet highly abstract choreography. Her use of repetitive gestures in her choreography helped to carve their cultural roles. She broke away from conventions by pulling away from the aesthetics of ballet. She did this by avoiding following fixed choreography, dancing barefoo t and using eccentric music and percussion (Gunhild, 1992, pp. 35-49).The cultural context in which Mary Wigman’s lived was a very restricted and conservative society. Wigman grew up in Germany during the Weimer republic. This was a time of extreme change in Germany. Ausdruckstanz had been ubiquitous in Germany from the start of the 20th century, and there was a definite cultural and social revolution taking place. Along with this was the reign of feminism taking place worldwide. These ideologies and social changes showed up significantly in Wigman’s choreography. Before Wigman, dance was primarily based on sexuality (Jiyun, 2007, pp. 27-437). Exoticism was instrumental in the audiences appeal to it. Wigman broke away from these ideals by performing characters which held modernistic significance (Muller, 1986, pp. 173-184). Before Wigman, women were often portrayed in dance as modest and simple characters. Wigman changed this view by primarily using female dancers and depicting females as strong and powerful beings. Wigman’s performances challenged the static social dynamics of the time. She created an atmosphere of respect between the female dancers and herself.She allowed for a strong female subject in her pieces that provided females, who were previously oppressed, with a firm identity and place in society. Previously, male choreographers had objectified woman in their choreography. Wigman aimed at individualizing women and breaking away from the sensual image that they previously conformed to (Valerie & Lahusen, 1990, pp. 8-10). Wigman’s choice of using the witch figure in her choreography was partly influenced by her attempt to emphasize the roots of dance and highlight feminist ideals.Through her dances she strove to elevate her art to a new culture and change her own identity to that of a goddess. The witch figure stood as a solution to the concept of Ausdruckstanz (Valerie, 1998, pp. 298-304). This concept introduced a confl iction between the desire to have their dance accepted by society but maintain a strong level of originality at the same time. Wigman’s dance focused primarily on raw and natural movement to truly capture the fresh expressiveness of her work.Through her work she hoped to portray a new vision of life. She wanted her work to be characterized by its dark and somewhat masculine nature. She explored the different ways in which the body could express itself (Valerie & Lahusen, 1990, pp. 8-10). She tried to use freedom of movement in expressing her sensuality and accepted that improvisation was the first step toward composition. The important thing about Wigman’s choreography was that even those who misunderstood it were inspired by the energy of her performances.The audience seldom failed to recognize the energy and life in Wigman’s choreography (Gunhild, 1992, pp. 35-49). The witch in Wigmans choreography represented the overcoming of human mortality and deficiencies through her new religion of dance. The dances were not sets of beautifully displayed images, but were created through disfigured movement that held no consideration for the viewer’s enjoyment. She ripped the space apart through her dance and engaged in the emptiness and diversity of the space.In conclusion, Wigman played a truly inspirational role in the modernization of dance in the 20th century. It would seem that Kolb’s statement regarding the feminist and demonic quality would be true with regards to the time error that she found herself in. The Witch not only represented woman as a powerful figure, but it highlighted the abstract quality of her dance. Wigman changed the face of dance forever through her diverse and unconventional ways of thinking. The way she broke away from conformist ideals still serves as inspiration to the dance we have today. Works Cited

Ink Made from Teabags Essay

* 1. Background of the Study Tea is created by using the leaves of a plantknown as Camellis sinensis. This plant is native tomainland China, South and Southeast Asia, but it istoday cultivated across the world in tropical andsubtropical regions. It is an evergreen shrub orsmall tree that is usually trimmed to below 2 m(6.6 ft) when cultivated for its leaves. It has astrong taproot. The flowers are yellow-white, 2.5-4cm (0.98-1.6 in) in diameter, with 7 to 8 petals. * 2. Tea-drinking can be traced back to the 10thcentury BC in China before it was spread toKorea and Japan. Basically, this drink is madeby brewing tea leaves to create an extract. Dueto the chlorophylls and other pigments in theleaves, the extract commonly appears with abrown color. * 3. Objectives This research is being done to find out thepotency of the extract of the leaves from theplant Camellis sinensis as an ink. Nowadays,ink is a pigment in a liquid or paste form used ascolorants and dyes. Also, they are becomingmore and more expensive because of theirincreasing purposes. * 4. Our research aims to produce this ink as acheaper alternative to those commercial ones.Compared to the ink we are aiming to create,commercially produced inks are toxic and canbe hazardous to a person’s health once there isa inappropriate contact with it.To match with the color and consistency ofother inks, we will be adding other substances,specially vinegar and cornstarch, which arecommon and easy to find. * 5. Statement of the Problem Generally, this investigatory project aims to find out iftea bags can be used to create an ink. Specifically, it aimsto answer the following questions:1. Can vinegar strengthen the color of the product, ink?2. Can cornstarch contribute to achieving the rightconsistency of the ink?3. Are the processes boiling and straining efficient intaking the extract out of the tea bags? * 6. Hypothesis of the Study†¢ Extracts taken from tea bags have thepotential to be made into an ink. †¢ If vinegar and cornstarch are added to themixture, then the product would have astronger color and thicker consistency than toan ordinary ink. * 7. Significance of the Study This investigatory project will benefit us byproducing an alternative for other inks. Theseother manufactured inks nowadays come quiteexpensive prices, but since the materials to beused in our project are common and easy to find,you will be spending less money. Also, no harmfulchemicals will be used in making our ink.Therefore, it is non-toxic compared tocommercially sold inks which have the tendenciesof causing harm to one’s health and to theenvironment. * 8. Scope and Limitations Our research and experiments are onlylimited to making a simple ink as a colorant. Itdoes not include inks that are used in machinessuch as printers, copiers, etc. Also, our studyincludes the effects of vinegar and cornstarchon the product. To have accurate observations,we will be creating two set-ups: an ink withoutvinegar and cornstarch and one with vinegarand cornstarch. * 9. This history of Chinese inks can be traced back tothe 18th century BC, with the utilization of naturalplant dyes, animal, and mineral inks based on suchmaterials as graphite that were ground with water andapplied with ink brushes.The India ink used in ancient India since at least the4ath century BC was called masi, and was made ofburnt bones, tar, pitch, and other substances appliedwith sharp pointed needle.Saffron is well know as the source of a truly brilliant ifrather fugitive yellow and there is evidence of it’s use,both as a colorant and medicine, in the Greek andPersian civilizations of the same period. * 10. Indian skill in vegetable dyeing and painting reached ahigh point inthe two centuries from 1600 to 1800 AD, when the paintingand resist dyeing of cotton cloth known to us as Chintzbecame the basis of the largest trade in textiles that the worldhad ever seen. The Strasbourg manuscript of an earlier period, also describesthe use of a whole range of plants used in the manufacture ofinks and water-colours. Later we see developments invegetable block-printing inks in 17th and 18th century Japanwhere it is interesting to note that some colours were actuallyleached from previously dyed cloth.Early historical accounts of tea are unclear, for the Chinesecharacter for tea had not been standardized, and severalother Chinese characters appear in books referring very likelyto the same plant, Camellia Sinensis, what we now call tea. * 11. Tea dyeing is an easy way to mute fabrics or give theman older, antiqued look. Tea stains the fibers and gives asemi-permanent dull brown â€Å"dirty† tone to the wholepiece. It is used when you want to â€Å"antique† a craft textilesuch as a doll dress or small quilt.Griffiths uses the medium of tea and ink (sometimesgraphite, wodka, whiskey, and others) to create the pieces. Tea and ink as a medium has become a trademark for Griffiths in the art world. * 12. Set-Up AExperimental Set-up * 13. Materials:ââ€"  7 teanagsââ€"  1  ½ cups of waterââ€"  1 tablespoon of vinegarââ€"  Cornstarchââ€"  Strainer and forkââ€"  Bottle * 14. PROCEDURE ââ€"  Place the 7 teabags in 1  ½ cups of boilingwater. * 15. ââ€"  Create the tea for 6-8 minutes * 16. ââ€"  Remove the teabags from the boilingwater. Use a strainer and a fork to removeall the extracts. * 17. ââ€"  While stirring the tea, add a tablespoonof vinegar. * 18. ââ€"  Continue to stir it. Add as muchdissolved cornstarch as you need to haveyour desired consistency. * 19. ââ€"  Remove it from the heat and let itcool. When done, store in a bottle * 20. Set-Up BControlled Set-up * 21. Materials:ââ€"  7 teanagsââ€"  1  ½ cups of waterââ€"  1 tablespoon of vinegarââ€"  Cornstarchââ€"  Strainer and forkââ€"  Bottle * 22. PROCEDURE ââ€"  Place the 7 teabags in 1  ½ cups ofboiling water. * 23. ââ€"  Create the tea for 6-8 minutes * 24. ââ€"  Remove the teabags from the boilingwater. Use a strainer and a fork to removeall the extracts. * 25. ââ€"  Remove it from the heat and let it cool.When done, store in a bottle. * 26. FINDINGS During the procedure itself, we have observed theboiling is an effective process of extraction. Rightafter we have placed the teabags in the boiling water,the change of color is very noticeable. During thisstep the mixture had a very strong smell form the tea.While following the procedures for the set-up Awhich included the placing of vinegar, there was noimmediate change in color as we expected. Instead,the vinegar’s effect was seen when we tried to paintthe two Inks on paper. While applying the ink onpaper, it was harder to use Ink B because it’sconsistency was very watery. Thus it became runnyand scattered unlike ink A. * 27. After letting them dry, it was seen thatink A had darker color while ink Bswritings faded. * 28. DISCUSSION OF RESULTS Our hypothesis which states that teabags have thepotential to be made into an ink if vinegar andcornstarch is added is proven correct. We had twoset-ups which were Set-up A that has vinegar andSep-up B that has no vinegar. Vinegar is mainly adilute aqueous solution of acetic acid which is animportant reagent and industrial chemical, mainlyused in the production of cellulose acetate. * 29. A cellulose acetate is used as film base inphotography and a film base is a transparentsubstance which acts as a support medium for thephotosensitive emulsion that lies atop it, its basegenerally accounts for the vast majority of thethickness of any given film stock. The addition of vinegar and cornstarch in making anink can result to a thicker consistency and consistentcolor which is better for the usage of the ink. Ourobservation prove that adding vinegar to themixture can be made into an ink because withoutthe vinegar there would be no consistency on themixture and it will be less seen. * 30. SUMMARY There are many different kinds of ink. In ourexperiments we will use tea bags as the maincomponent of out ink. Having two different set-ups will provide the chance to compare the colorsand consistencies. Cornstarch is an efficientadditive to have the right consistency of theproduct. Also vinegar is also efficient, throughthere is no obvious change in color, it was seenthat it gave the ink a consistent color whetherwere dry. * 31. We therefore conclude the one can create animprovised ink using the extract from tea bags.This will be very convenient and cheapbecause the ingredients to be used arecommonly found around the house. Also, thesaid processes, boiling and straining, are canbe easily done. * 32. CONCLUSIONââ€"  Tea bags can be used to create an ink.ââ€"  Vinegar can strengthen the color of theproduct, ink.ââ€"  Cornstarch effectively contributes toachieving to the right consistency of the ink.ââ€"  The processes boiling and straining areefficient in taking the extract out of the teabags.

HumanitiesGrecoRoman Culture essays

HumanitiesGrecoRoman Culture essays Aristophanes was a "craft" comedy poet in the fourth century B.C. during the time of the Peloponnesian War. Aristophanes' usual style was to be too satirical, and suggesting the outlandish. He shows little mercy when mocking Socrates and his "new-fangled ideas" which were most likely designed to destroy the cohesiveness of society and lead to The most absurd and humorous of Aristophanes' comedies are those in which the main characters, the heroes of the story, are women. Smart One of the most famous of Aristophanes' comedies depicting powerfully effectual women is the Lysistrata, named after the female lead character of the play. It portrays Athenian Lysistrata and the women of Athens teaming up with the women of Sparta to force their husbands to end the To make the men agree to a peace treaty, the women seized the Acropolis, where Athens' financial reserves are kept, and prevented the men from squandering them further on the war. They then beat back an attack on their position by the old men who have remained in Athens while the younger men are out on campaign. When their husbands return from battle, the women refuse to have sex with them. This sex strike, which is portrayed in a series of (badly) exaggerated and blatant sexual innuendoes, finally convinces the men of Athens and Sparta to agree to a The Lysistrata shows women acting bravely and even aggressively against men who seem resolved on ruining the city-state by prolonging a pointless war and excessively expending reserves stored in the Acropolis. This in turn added to the destruction of their family life by staying away from home for long stretches while on military campaign. The men would come home when they could, sexually relieve themselves, and then leave again to continue a senseless war. The women challenge the masculine role model to preserve...

Applied Mathematics in Music Technology Essay Example | Topics and Well Written Essays - 750 words

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Human circadian rhythms Essay Example | Topics and Well Written Essays - 1500 words

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