Female Characters in Hamlet - 4091 Words

Introduction Shakespearean tragedy is a story of one, or at most two persons. As a rule, they are male protagonists. But to say that Shakespeare’s female characters are shallow, undeveloped and used just as a decoration on the stage is very wrong. Women in Shakespeare’s tragedies have no leading role and they are, to paraphrase Northrop Frye,[1] not tragic heroines, but heroines in a tragedy. All female characters in Shakespeare’s tragedies have one thing in common – they end up dead. It is always an untimely, unnatural death. This rule (rather than coincidence) is a theme of many debates among philologists, critics, psychologists, psychiatrists and philosophers. As Hamlet is one of the most reflective Shakespeare’s plays, the†¦show more content†¦She had lost her mother, and has only a father and a brother, affectionate by worldly, to take care of her. To the persons in the play, she brings the thought of flowers. Laertes names her Rose of May, as he prays at her burial and the Queen murmurs Sweets to the sweet, as she scatters flowers on the grave. Some scholars believe that Ophelias name - which means succor in Greek, a seemingly inappropriate designation for so victimized a character - may have been used in error instead of Aphelia, meaning simplicity or innocence. Both names were rare in Shakespeares time. Ultimately, Ophelia’s insanity is the consequence of the actions of others, and she is unquestionably a victim of the tragic events that beset Denmark throughout the play. [5] Ophelia and male characters in â€Å"Hamlet† Ophelias affection for her brother is shown in two or three delicate strokes. Her love for her father is deep, though mingled with fear. For Hamlet she has, some say, no deep love - and perhaps she is so near childhood that old affections have still the strongest hold; but certainly she has given to Hamlet all the love which her nature is yet capable. Beyond these three beloved ones she seems to have eyes and ears for no one. Her existence is wrapped up in these three. On this childlike nature and on Ophelias inexperience everything depends. Her father and brother are jealously anxious for her because of her ignorance and innocence; and we resentShow MoreRelatedThe Role Of Female Characters In Hamlet1347 Words   |  6 PagesHamlet is a play about death, revenge, and love. Written by William Shakespeare, this play is famous around the world for its dramatic plot. The central theme of Hamlet is love. The story starts off with a Queen falling in love with the brother of her husband. The Queen decides to quickly marry the brother of her previous husband, when her previous husband suddenly dies. Her son (Prince Hamlet), who loves his biological father and disagrees with his mother’s quick decision to marry, is quite saddenedRead MoreThe Female Characters Of Shakespeare s Hamlet970 Words   |  4 Pagesplayed small roles in society in the past. In social, economical, and political standings. Therefore in Shakespeare’s Hamlet the women i n the play, their roles are not portrayed as important. The female characters in the play such as Gertrude, Hamlet’s mother and Ophelia Hamlet’s lover are complicated, and very much opposite of one another. Although these are two different characters Shakespeare portrays them in a negative matter in their small roles. Their acceptance in the world, and their griefRead MoreThe Profound Impact Of Female Characters Of Shakespeare s Hamlet930 Words   |  4 PagesProfound Impact of Female Characters in Hamlet How much of an impact can the women in a man’s life have on his thoughts and actions? A mother is the first woman her son will come into contact with, and can skew her son’s image of women through her actions. A man’s significant other also has the ability to bring out the best in him, but can also become the target for his anger and stray emotions. In William Shakespeare s Hamlet, although there are only two main female characters, both women†¯possessRead MoreWomen s Tragedy : Hamlet And King Lear1185 Words   |  5 PagesTinsley Anderson Dr. Pitchford ENGL 4037 24 November 2015 Women in Shakespeare’s Tragedies: Hamlet and King Lear While William Shakespeare’s Tragedies are well known for their violence, tragic heroes, and fatal flaws, the method in which Shakespeare portrays his female characters in a negative light is seldom expressed. The women of Shakespeare’s Tragedies are represented unfavorably, no matter if they are virtuous or evil. â€Å"Shakespeare’s plays are not lacking in women with positive human qualitiesRead MoreHamlet by Williams Shakespeare: The Women Hidden in the Shadows1154 Words   |  5 Pagesactions. The females in Hamlet, Ophelia and Gertrude, both play roles with little importance, which demonstrates the lack of independence present; causing these characters to solely rely of the main characters of the play— the men. Although Shakespeare often wrote tragedies, it is no secret that he kept a place in his heart for romance. The female roles in the play are emphasized as weak woman if they lack a companion, and therefore are helpless. Hamlet and Claudius, the main male characters of the playRead MoreFeminism in Hamlet1451 Words   |  6 Pagesâ€Å"Feminist Criticism and Its Integration in Hamlet† In the play Hamlet, by William Shakespeare, many controversies arose from the text, one of which was feminism. Feminism in the most general of terms is known as the principle advocating social, political, and all other rights of women equal to those of men. Feminism was a largely debated issue in the context of eighteenth century literature specific to many of Shakespeare’s texts. Feminist Criticism is similar in content but is more specific andRead MoreEssay about Ophelia: Harshly Criticized1027 Words   |  5 PagesHamlet, a tragedy written by William Shakespeare in the 16th century, has been subject to evaluation for centuries. Each character has been broken down and analyzed. The psychology of each character has been examined. Every relationship has been studied to find more answer surrounding the play. Harold Bloom and Sigmund Freud have examined it extensively. Scholars have dissected all parts of the play. One character that has recently been analyzed more and more i s Ophelia. She has been defended byRead MoreWomen ´s Role in Othello by William Shakespeare717 Words   |  3 Pagespermission of men to go about both action and idea. When conflict occurs between any male characters, the female character can be torn and forced to make a decision in which no matter the decision, she will be put in a bad view. When the demand for a woman to have allegiance to a man’s will and subsequently given no opinion or independent thought, this will undoubtedly drive any woman mad. In Shakespeare’s Hamlet, both Ophelia and Gertrude, the women, are represented as lower than the men, expectedRead MoreGender Inequality In Hamlet1261 Words   |  6 PagesAs I perused through CNN, an article titled â€Å"Why China has so few female leaders† caught my attention. According to the article, The Baju Culture, discriminatory policy and the anti-feminism were the reasons China only had two female leaders. However, when observing the world trend, it seems many opportunities and resources are granted to women. Many articles of The New York Times reveal young women as being less dependent on men, higher achievers, ahead of men in education, receiving higher earningsRead MoreThe Great Prince Of Denmark, Hamlet, By William Shakespeare1487 Words   |  6 Pagescreated female characters who contradict the stereotypes of his time, impacting both the plot and surrounding characters of his plays. One of his most famous tragedies, Hamlet, revolves around the great prince of Denmark, Hamlet, who encounters the apparition of his deceased father, the former king. The ghost asks that Hamlet seeks revenge upon Claudius, his uncle and new father, for it was he who murdered him and seduced the queen, as a plan to gain top status in society. Faking madness, Hamlet strives

Friendship Essay Helping a Friend in Need - 488 Words

It is very sad to see a friend or relative suffering or in need, especially when they pretend that everything is all right. It is a delicate situation when approaching someone in this predicament, as often a person’s pride stands in the way of reaching out for comfort. How to offer your help to an independent friend or relative in this position requires a bit of clever manipulation and a not-so- obvious plan in order to help. If the problem at hand is a financial matter, the first response would be to offer them a loan. On the other hand, most people would be embarrassed to admit to this, and will perhaps be offended at the offer. However, instead of outright offering them money, trading a service in return for payment would not seem as†¦show more content†¦This will certainly make them feel better and will be helping them out at the same time. Friends or relatives who have children may experience times when they cannot afford to give them the luxuries of toys, games or name brand clothing. At the same time, while most children do not understand hard times, these friends or relatives hurt inside because of this. It would probably be insulting to them if you bought a bag of toys, a new wardrobe for the kids or a slew of games and delivered these items in order to help. Overall, there is a way to present such items in a fashion that will not seem like charity. While honesty is the best policy, lending a helping hand when we are in a position to do so often takes precedence. Telling our life long friend or family member that our children received clothing as a gift, but it did not fit, or perhaps received a duplicate toy or game and offering it to their children is a way to help in times of despair. Many times when family or friends decide to meet or get together to go out for dinner, drinks, or even to a movie, we take for granite the expense of these excursions and expect that everyone can participate. On the contrary, when a friend or relative bows out, the reason why they decline becomes obvious. Here again, little white lies come in to play, and compassion takes over. Mentioning to this friend or relative that youShow MoreRelatedDefinition Of Friendship Example Essay1172 Words   |  5 Pagesï » ¿Friendship Read the following information about friendship. Using the information presented, your own experience, observations, and/or readings, write an article for your school newspaper about the meaning of friendship. As you write your speech, remember to: Focus on the definition of friendship. Consider the purpose, audience, and context of your article. Organize your ideas and details effectively. Include specific details that clearly develop your article. 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When Crash s grandfather unexpectedly has a stroke, Crash instinctively steps back and re-evaluates his life without even realizing he s doing it. Suddenly, his cool friend, Mike doesn’t seem so cool anymore. Things that were once the most important in his life become trivial. As a resultRead MoreTrue Friend1081 Words   |  5 PagesFriendship is a very special relationship between two people or more. That’s why you need some time a power to understand them . I agree that friendship require time and energy .I think that friendship contains love, faith and honesty, and for that you need to spend time to know that other side very quit, so friendship require time and energy for two reason. First reason is that some friends are friend for life second is that people cannot live alone. The first reason why friendship worth time andRead MoreLife Span, Online Friends Essay examples655 Words   |  3 Pages2.Online Friends What is the role of online friends in the social development of todays adolescents? In what way are online friendships the same as and different from conventional friendships? Can adolescents learn interpersonal skills, such as revealing oneself to others and respecting diverse viewpoints in the cyber environment? Write a one page (times new roman font double spaced) essay on the subject. Remember to cite the references. Social development refers to the development of socialRead More Beka Lamb by Zee Edgell Essay1338 Words   |  6 PagesEdgell, these pillars are examined. A novel about the upbringing and changes a young girl goes through. She makes some mistakes throughout her life but she soon realizes that she needs to alter her ways. With the help of a close friend, considered to be like a sister, she is able to look at life differently. Their friendship helps them to transform.   Ã‚  Ã‚  Ã‚  Ã‚  Beka is a young teenager, going through a tough time in her life. Her parents had enrolled her in a Catholic school in order to give her a bestRead MoreTrash Essay719 Words   |  3 Pagestheir friendship helped them overcome their hardships. Trash (2010), a novel by Andy Mulligan, ends with the protagonists Raphael, Gardo and Rat starting their new life together. In the course of the novel, they faced many challenges and their friendships grows.Read MoreLove: the Four Letter Word1094 Words   |  5 Pagesfour letter word that binds us all together. Whether it is the love of a significant other or your best friend, love is the glue to all relationships. Love is important as it give purpose and significance to bonds created with others. When you truly love another, the love for them is put above yourself. 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It is more important to keep your old friends than it is to make new friends. Use specific reasons and examples to support your answer. Sample Response 1ï ¼Å¡ In the following essay I would like to express my opinion in regard to the thesis â€Å"It is more important to keep your old friends than it is to make new friends.† On the one hand, you could always say that making new friends is a lot more entertaining than keeping in touch with the old ones. There are

Case Study C C Grocery store Free Essays

The first C C Grocery store was started in 1947 by Doug Cummins and his brother Bob. Both were veterans who wanted to run their own business, so they used their savings to start the small grocery store in Charlotte, North Carolina. The store was immediately successful. We will write a custom essay sample on Case Study C C Grocery store or any similar topic only for you Order Now The location was good, and Doug Cummins had a winning personality. Store employees adopted Doug’s informal style and â€Å"serve the customer† attitude. C C’s increasing circle of customers enjoyed an abundance of good meats and produce. By 1997, C C had over 200 stores. A standard physical layout was used for new stores. Company head- quarters moved from Charlotte to Atlanta in 1985. The organization chart for C C is shown in Exhibit 3. 20. The central offices in Atlanta handled personnel, merchandising, financial, purchasing, real estate, and legal affairs for the entire chain. For management of individual stores, the organization was divided by regions. The southern, south- eastern, and northeastern regions each had about seventy stores. Each region was divided into five districts of ten to fifteen stores each. A district director was responsible for supervision and coordination of activities for the ten to fifteen district stores. Each district was divided into four lines of authority based on functional specialty. Three of these lines reached into the stores. The produce department manager within each store reported directly to the produce specialist for the division, and the same was true for the meat department manager, who reported directly to the district meat specialist. The meat and produce managers were responsible for all activities associated with the acquisition and sale of perishable products. The store manager’s responsibility included the grocery line, front-end departments, and store operations. The store manager was responsible for appearance of personnel, cleanliness, adequate checkout service, and price accuracy. A grocery manager reported to the store manager, maintained inventories, and restocked shelves for grocery items. The district merchandising office was responsible for promotional campaigns, advertising circulars, district advertising, and attracting customers into the stores. The grocery merchandisers were expected to coordinate their activities with each store in the district. Business for the C C chain has dropped off in all regions in recent years—partly because of a declining economy, but mostly because of increased competition from large discount retailers such as Wal-Mart, Target, and Costco Wholesale. When these large discounters entered the grocery business, they brought a level of competition unlike any C C had seen before. C C had managed to hold its own against larger supermarket chains, but now even the big chains were threatened by Wal-Mart, which became no. 1 in grocery sales in 2001. C C managers knew they couldn’t compete on price, but they were considering ways they could use advanced information technology to improve service and customer satisfaction and distinguish the store from the large discounters. However, the most pressing problem was how to improve business with the resources and stores they now had. A consulting team from a major university was hired to investigate store structure and operations. The consultants visited several stores in each region, talking to about fifty managers and employees. The consultants wrote a report that pinpointed four problem areas to be addressed by store executives. 1. The chain was slow to adapt to change. Store layout and structure were the same as had been designed fifteen years ago. Each store did things the same way, even though some stores were in low- income areas and other stores in suburban areas. A new computerized supply chain management system for ordering and stocking had been developed, but after two years it was only partially implemented in the stores. Other proposed information technology (IT) initiatives were still â€Å"on the back burner,† not yet even in the development stage. . Roles of the district store supervisor and the store man- ager were causing dissatisfaction. The store managers wanted to learn general management skills for potential promotion into district or regional management positions. However, their jobs restricted them to operational activities and they learned little about merchandising, meat, and p roduce. Moreover, district store supervisors used store visits to inspect for cleanliness and adherence to operating standards rather than to train the store man- ager and help coordinate operations with perishable departments. Close supervision on the operational details had become the focus of operations management rather than development, training, and coordination. 3. Cooperation within stores was low and morale was poor. The informal, friendly atmosphere originally created by Doug Cummins was gone. One example of this problem occurred when the grocery merchandiser and store manager in a Louisiana store decided to pro- mote Coke and Diet Coke as a loss leader. Thousands of cartons of Coke were brought in for the sale, but the stockroom was not prepared and did not have room. The store manager wanted to use floor area in the meat and produce sections to display Coke cartons, but those managers refused. The produce department manager said that Diet Coke did not help his sales and it was okay with him if there was no promotion at all. 4. Long-term growth and development of the store chain would probably require reevaluation of long- term strategy. The percent of market share going to traditional grocery stores was declining nationwide due to competition from large superstores and discount retailers. In the near future, C C might need to introduce nonfood items into the stores for one-stop shopping, add specialty or gourmet sections within stores, and investigate how new technology could help distinguish the company, such as through targeted marketing and promotion, pro- viding superior service and convenience, and offering their customers the best product assortment and availability. To solve the first three problems, the consultants recommended reorganizing the district and the store structure as illustrated in Exhibit 3. 21. Under this reorganization, the meat, grocery, and produce department managers would all report to the store manager. The store manager would have complete store control and would be responsible for coordination of all store activities. The district supervisor’s role would be changed from supervision to training and development. The district supervisor would head a team that included himself and several meat, produce, and merchandise specialists who would visit area stores as a team to provide advice and help for the store managers and other employees. The team would act in a liaison capacity between district specialists and the stores. The consultants were enthusiastic about the proposed structure. With the removal of one level of district operational supervision, store managers would have more freedom and responsibility. The district liaison team would establish a cooperative team approach to management that could be adopted within stores. Focusing store responsibility on a single manager would encourage coordination within stores and adaptation to local conditions. It would also provide a focus of responsibility for storewide administrative changes. The consultants also believed that the proposed structure could be expanded to accommodate non grocery lines and gourmet units if these were included in C C’s future plans. Within each store, a new department manager could be added for pharmacy, gourmet/specialty items, or other major departments. The district team could be expanded to include specialists in these lines, as well as an information technology coordinator to act as liaison for stores in the district How to cite Case Study C C Grocery store, Free Case study samples

Organisational Strategies for Bharat Forge Limited (BFL)

Question: Describe about the Strategies of Bharat Forge Limited (BFL)? Answer: Introduction Bharat Forge Limited (BFL) incorporated in year 19th June, 1961 in Mumbai is the global leader in manufacturing and metal forming and Flagship Company of Kalyani Group that values $ 2.4 billion. Based in Pune the Indian Multinational is a technology driven global leader in metal forming (Bharat Forge, 2015). The company serves various sectors that include oil and gas, automotive, locomotive, construction and mining, power, marine and aerospace. BFL with its biggest repository of metallurgical knowledge in the region offers its marquee customers that are geographically dispersed a full service supply capability in fields of engineering, product design, testing, manufacturing and validation. BFL is recognised as the worlds largest forging company that has its manufacturing facilities in India, France, Sweden and Germany (Bharat Forge, 2015). The company not only serve with automotive sector but also the non-automotive sector with its critical and safety components that deliver high per formance. BFL is the worlds largest exporter and manufacturer of automotive components and unmatched expertise in manufacturing of chassis components. Having achieved a remarkable success in automotive industry BFL is now looking ahead to redefine its presence in other business verticals like power, oil and gas, construction, aerospace and general engineering (Mukerjee, 2009). BFLs huge metallurgical knowledge, manufacturing powers and design and engineering capability will serve as strong pillars to create a unique market position in these sectors. They look forward to transforming themselves from a global supplier of auto components to an engineering company that offer diverse services in different sectors. BFL has defined a clear vision of building a strong economical backbone for the country, strengthening capabilities of the nation and developing a larger global imprint not only for their company but for the whole country(Bharat Forge, 2015). BFL defines its core objectives as being committed while listening and responding to their customer, business partners and associates needs and treating their individual values with respe ct and integrity. BFL ensures to remain committed to their entrepreneurial spirit that is the key driving force behind an increase in shareholder value and unmatched growth. BFL enjoys a large global market share with its customer base including almost virtually every automotive OEM and Tier 1 supplier globally (Mukerjee, 2009). Worlds renowned automobile leaders like Toyota, Daimler, BMW, Chrysler, General Motors, Audi, Volkswagen, Volvo, Renault, Ford, Honda, Scania, Caterpillar-Perkins, Arvin Meritor, Iveco, Cummins, Detroit Diesel, Dana Corporation and several other market players source their most complicated forging requirements like front axle beams, machined crankshafts and steering knuckles from BFL (The Economics Times, 2012). The companys unmatched capabilities to produce complex forgings of both aluminium and steel are its unique feature and serves as a competitive advantage against competitors. In its domestic market BFL is the largest manufacturer of crankshafts and producing 5,000,000 crankshaft forgings annually, enabling it to secure a rank of second largest producer of crankshafts in international market (Mukerjee, 2009). Effective lead ership, competitive business strategies and a customer-oriented organisational culture and structure are the key reasons behind their global success. Generic Business Strategy Diversification: Diversification is the new growth strategy of BFL wherein they are looking ahead to expand in other business sectors in which they already have existing presence (Bharat Forge, 2014). The prime objective of diversification strategy is to enter non-automotive component business that will help them take advantage of opportunities offered by these sectors and de-risk the revenue model of the company (NDTV Profit, 2015). The company is formulating strategies to expand in sectors like railways, aerospace, oil and gas, power, construction and engineering. They are the first Indian company that is involved in the manufacturing of crankshafts for locomotive engines. They have a number of international clients however for the first time is eyeing to win a $100 million contract with Indian railways who has always imported its crankshafts. BFL recently has been working very closely with the Research Design and Standards Organisation (RDSO) and Diesel Locomotive Works to design crankshafts for domestic locomotive (Bharat Forge, 2014). As railway is a fast growing sector BFL is focusing all its strategies to tap the opportunities presented by the sector and are all concentrating on developing new products that meet customer requirements. They hope to achieve around 10 time growth within five years through their diversification strategies. BFL plans to diversify in 5-6 new sectors in coming five years and establish new verticals each of which will value $100 million. Acquisition: BFLs acquisition strategies helped them become the first company in Indian automotive component industry that adapted inorganic growth to expand globally (NDTV Profit, 2015). Their effective acquisition strategies helped BFL in accessing new geographical customers, enhance their technological capabilities and expand their product range. BFL in year 2004 acquired two companies based in Germany called Carl Dan Peddinghaus (CDP) and CDP Aluminiumtechnik that help them enhance their forging manufacturing capabilities (NDTV Profit, 2015). In year 2005 acquisition of Federal Forge presently known as Bharat Forge America Inc. helped them create a manufacturing presence in America which is its largest market (NDTV Profit, 2015). BFL is focusing on rapid global expansion while de-risking its business. BFL has already achieved market de-risking by increasing its global presence and its acquisition strategy will help in achieving product de-risking. De-Risking: BFL aims at de-rising as a business strategy as it focuses on developing a new business model with diversified product profile as it moves to the non-automotive segment. Their long-term goal is to develop a business that is not dependent on a specific product, geography, industry segment or customer (NDTV Profit, 2015). The key objective of this strategy is to create inherent resilience so that the company can remain profitable irrespective of the pressure created by various macro economical cycles. BFL focuses to make future investments based on an asset light strategy (The Hindu, 2014). The companys existing capacity seems to been enough in achieving desired goals in nest 2-3 years however in order to achieve long-term goals it is formulating strategies to enhance its capacities and create new capabilities. In order to secure a large market share in the new target market their strategies will emphasize on product development, developing a strong organisational framework , undergo product approval process and then start planning for a new facility based on outcomes. This strategy will not only help them achieve sustainable growth but will also generate comparatively high returns. Innovation: BFL has always been recognised as one of the most innovative organisations and their future strategies also focuses on innovation in product development being their path to achieve exponential growth (The Hindu, 2014). They have the required capabilities to manufacture innovative products and develop indigenous technologies. Their future growth strategy focuses on making huge investments on RD in near future to deliver more value through their products and provide most innovative solutions to their customers. BFL considers its people as its most precious asset and the driving force behind innovation (NDTV Profit, 2015). It is planning to make investments to provide more learning and development opportunities to their employees by offering education programmes from the graduate level to the doctoral level (NDTV Profit, 2015). They aim to develop a highly competitive and skilled talent pool that will be responsible for handling companys research and innovation needs. Thus, diversification, acquisition, de-risking of revenue model and innovation are the four business strategies that will enable BFL achieve their vision and desired performance objectives. Organisational Culture Culture of an organisation refers to the shared beliefs and values that help framing the behaviour pattern of its employees (Hellriegel John W. Slocum, 2011). Organisational culture helps ensuring that organisations will be able to achieve their desired goals and performance objectives by acclimatising employees and keeping them in-line. It determines the type of relationship that exists between organisations employees and its beliefs, values, principles, stories and norms (Fox, 2007). Organisational culture helps determining the quality of products and services offered by greatly influencing its overall performance effectiveness. Organisational culture also serves as a competitive advantage that rivals can never imitate. Organisational cultures are of six types namely; Power culture wherein control is the key term and all decisions are made by top management, it is characterised by quick decision making however owing to low employee engagement and motivation it result in high employee turnover (Hellriegel John W. Slocum, 2011). Role Culture wherein individuals are assigned specific roles, it helps ensuring all tasks are well allocated however employees are de-motivated because of limited development opportunities available to them. Task Culture wherein individuals are considered equivalent to machines and are judged on productivity not performance, in this case employees are comparative motivated as they are engaged however there is competition within the teams that create pressure on team members (Fox, 2007). Person Culture wherein high focus is given on employee training and development, it leads to high motivation but high investment is needed to conduct training programs. Entrepreneurial Culture wherein innovation and change are the key terms, it provides ample opportunities to employees who are highly motivated however it is associated with high risk (Hellriegel John W. Slocum, 2011). Bureaucratic Culture wherein rules and procedures are key terms, changes and risks are avoided which increases longevity however it limits employee creative and does not favour innovation. An analysis of different types of organisational culture reveals that Bharat Forge Limited (BFL) has developed an organisational culture that is a mix of person and entrepreneurial culture. They consider their people as their primary asset and always ensure that these assets are upgraded through various training and development programmes. Their organisational culture serves as a competitive advantage for them wherein in their values make them unique from other competitors. Spirit of innovation forms the heart of their organisations DNA and plays a vital role in delivering high value to their customers through complete focus on value addition and technology (Bharat Forge, 2015). Innovation and a risk taking attitude characterises their entrepreneurial culture that help them on their chosen path of diversification and manufacturing products that are of high quality and drivers change and sustainability (Bharat Forge, 2015). BFL under their effective leadership has developed a knowledg e sharing culture wherein individuals are encouraged to openly share their views and actively participate in decision making. BFL is a highly people-oriented organisation that treats its employees as their greatest assets and makes all attempts to nurture and develop them on a continuous basis which in turn help them retain their position as the worlds largest forging company. In year 2009, BFL was honoured with the National Award for Best HR practices2009. BFL greatly encourages diversity of workforce wherein they have developed a highly multi-cultural workforce across their facilities at multiple continents. They are recognised as a people company where people factor is designated highest priority. They have created a culture wherein people can realise their full potential and deliver their best performance while enjoying their work. Organisational structure Organisational structure is the structural framework that determine hierarchical pattern within an organisation (Hellriegel John W. Slocum, 2011). It defines the way tasks are allocated, coordinated and supervised within an organisation enabling it to achieve desired goals and performance objectives. There are three types of organisational structure however organisations can make variations to their structure as demanded by the situation. Functional Structure: Based on the skills and specialisations of employees that are grouped into specific functional areas (Fox, 2007). This type of structure is greatly helpful in cases where cost-minimisation is a concern because their management and control is easy which in turn help improving efficiency. However lack of effective communication in this structure can lead to its failure making it difficult to achieve desired goals. Divisional Structure: This structure enables large organisations segregate large sections of their business into semi-autonomous groups (Hellriegel John W. Slocum, 2011). All these groups are treated as separate entity and have no control over functioning of other divisions. It comprises of various parallel teams that focus on single service line or product. This structure allows team to focus on single service or product with a leadership structure that assists in its main strategic objectives. However as it involves companys own divisions competition with each other it gives rise to various conflicts like office politics, unfair allocation of resources etc. Matrix Structure: This structure enable organisations define their reporting relationships in the form of a matrix or grid instead of a traditional hierarchy (Hellriegel John W. Slocum, 2011). Thus, an employee need to operate under a dual reporting relationship generally both functional and product manager. The best advantage of this structure is efficient information exchange and high employee motivation. However it leads to high internal complexity and internal conflicts that are difficult to maintain. An analysis of various organisational structures reveals that BFL displays characteristics of a functional structure wherein all employees are groups in specific functional areas based on their skills and specialisations (NDTV Profit, 2015). BFL have divided the employees into separate units based on roles and responsibilities as shown in figure below. They have different departments for different functions like marketing, engineering, sales, HR and finance (The Economics Times, 2012). Functional organisational structure enable BFL achieve high level of specialisation because each department is managed by a leader that had complete knowledge and expertise in that specific field. This structure is easy to manage and control because leaders can easily evaluate performances and plan improvements when required. This structure provided ample growth opportunities to employees which start their careers at entry-level position and grow to leadership positions by developing specialised knowle dge (Hellriegel John W. Slocum, 2011). This structure helps enhancing efficiency and productivity owing to the expertise gained by employees in their functional area. As the career paths in this structure are clearly defined employees are highly motivated to acquire new skills and expertise in their functional area that will help them achieve desired career goals. Highly motivated and skilled employees tend to perform better and display high productivity. Organisational Structure Bharat Forge Limited Fig.1. Source: The Economics Times (2012) However, like all other organisational structure this structure also has some associated disadvantages like it fails to deliver desired results in absence of effective communication (Hellriegel John W. Slocum, 2011). BFL has kept less hierarchical levels in their organisational structure keeping it somewhat flat in order to encourage open communication and knowledge sharing. Conclusion Organisational culture and structure are highly interrelated and greatly influence organisations overall performance efficiency and productivity. An entrepreneurial culture and functional organisational structure with less hierarchies has enabled BFL emerge as the worlds largest forging company that is recognised worldwide for its innovative products and solutions that help their clients handle most complex problems. Innovation is at the heart of BFL which is driving force behind all their strategies and support them in achieving desired goals and objectives. With an aim to diversify in other business sectors BFL under its effective leadership has developed a unique culture and structure that itself serve as a competitive advantage that cannot be imitated by rivals. References Bharat Forge, (2014) Bharat Forge hopes to bag orders worth a minimum of $100m from Indian Railways. [Online] Available at: https://bharatforge.com/german/images/PDFs/news-events/PR_2013_1.pdf [Accessed 2015]. Bharat Forge, (2015) Bharat Forge: About Us. [Online] Available at: https://bharatforge.com/company/about-us.html [Accessed 2015]. 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