Business turnaround

The Renault company best known for its innovative and design was to undergo a turnaround with the Japanese motor giant, Nissan. The Nissan has a prolonged fame of producing quality engine systems. The two companies agreed to form a major strategic alliance. This alliance would be the fourth largest car making company across the globe. The Renault was to assume $ 5.4 billion of Nissan’s debt.Advertising We will write a custom coursework sample on Business turnaround – Renault and Nissan company specifically for you for only $16.05 $11/page Learn More This alliance made sense for both sides since the Nissan Company’s strengths would cover the gaps of the Renault company and vice versa. The Renault was to reduce the much debt owed to the Nissan industry. The success of the alliance would purely depend on the conversion of the Nissan of the Nissan industry into a profitable and rising business as proposed by Schweitzer. An earlier attemp t by the Renault Company to merge with Volvo was not successful due to the traditional state control of the player countries. Before the idea of turnaround had emerged, Nissan Company was really struggling to earn the estimated profits. The cost of making a Nissan vehicle was extremely high hence; its market price for its products were high compared to other firms in the industry. The company stock had to accumulate since it would pile more than million more cars each single year. This made the company accumulate more and more debts. In order for the company to protect its identity and maintain self-esteem for its people merger was the most appropriate option as at that time. Currently, the turnaround has achieved more success beyond its imagination. Nissan is very profitable, and its identity has been on the upward growth. The successful turnaround of the two companies is due to the mobilization of the Nissan managers through cross-functional teams meant to spearhead radical change s and maintenance corporate culture by the Renault Company. The Nissan Company made new culture by dramatically breaking its past traditional culture. This enabled it to save money and alienate form the persistent loss making habit associated with the former method. The company had to dismantle the Keiretsu investments to realize its capital locked up in these in this real-estate investment. In a close analysis, the major problem of the Nissan Company was not only financial constraint but also cultural difficulties. Its older employees stuck down more money and power than they did actually perform breeding complacency to the company hence undermining its competitiveness. This culture made the company realize more loses, as its customers did not consider how the company undertook the process. However, what the customer required was well-designed and quality products at affordable prices. The company had no choice but to drop this culture and ditch the seniority rule. The company also revamped its compensation system and focused on performance. The company also had another culture of blame where in the case of failure it was due to another persons fault.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The success of such turnaround is ensured by building a trust through transparency within the operations of the two parties. In this alliance, building transparency was through keeping promises and providing totally clear and verified reports. The transparency was through ensuring each party knew what the other was doing and had a record the expected outcome. The alliance has moved form cross-function to cross company. The two companies had to set up series of joint ventures and formed legal structures that effected the cross-company plan. The companies set respect as the motivating factor for their combined dealings. Since the Renault was not the Nissan’s pref erred partner bestowing respect was an important aspect for long-term friendship. Generally, Nissan’s identity and culture have been the main cause of its success. The relationship between the two companies has grown greatly despite the fact that at the inception Nissan was more of a leaner than the Renault. This coursework on Business turnaround – Renault and Nissan company was written and submitted by user Eliseo Mcgowan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Mary Cassatt essays

Mary Cassatt essays She was a woman who soared to the stars across the firmament of the male-dominated international art world. She was the only American, male or female, to become a member of the French Impressionists. Most women of her time were confined to the circumscribed world of marriage, homemaking and motherhood, but not her. Who is she? She is Mary Cassatt, certainly the greatest American female artist of her time, and arguably the greatest artist produced by any nation. Born in Pittsburgh on May 23, 1844, this American artist studied at the Pennsylvania Academy of Fine Arts in Philadelphia before traveling extensively throughout Europe. The daughter of an affluent businessman, Cassatt's parents were not enthused with their daughter's aspirations to become an artist, preferring instead for her to return home to marry and settle down. But the independent Cassatt made Paris her permanent home in 1874, the year of the first Impressionist Exhibition and Cassatt's first Salon success. She met Degas in 1877 and the relationship had an immediate effect on Cassatt's work. While she employed an impressionist style and exhibited at 4 of 8 Impressionist exhibitions, her paintings express a uniqueness of their own. Most famous for her mother and daughter paintings, Cassatt also called upon other motifs which depicted the world around her. Access to the cafes and corridors of her male counterparts were denied to women, yet Cassatt's paintings are expressions of her ability to circumvent these limitations and reflect another aspect of Parisian modern life. She produced genre paintings and portraiture, and Cassatt's depictions of women are ones of independent and powerful beings. The first three decades of Cassatts career was largely shaped by outside influences- art school in the 1860s, the masters of realism in the 1870s, and the French Impressionists in the 1880s. The decade of the 1890s marks a period when her unique creativity and ...

Project Initiation Essay Example | Topics and Well Written Essays - 250 words

Project Initiation - Essay Example * Objectives. The Room Sized Plastic containers to be launched in the market within 9 months. Primarily it is expected to increase the company’s market presence by 50 % by the third year. However, this product will be a foundation for add-on products, and further revenue generation * Clear Statement of What This Project Will Not Include As the company is already involved in similar products and as the company has the injection mould of the required size, the Project will not include major Capital investment. * Major Known Risks The largest risk in the implementation of the project is its market competence. It must be noted that there is a similar product which has secured ample market presence. This would affect the quantum of sale resultantly delaying the achievement of breakeven. However, the fact that the new product won’t involve high increase in production cost would ensure that the product would easily survive the market establishment phase and resultantly bring in revenue for Winston Manufacturing Company. *External Dependencies The projects will involve and extra 10% of Human Resource. This could be utilized from other departments. 10 new laborers will have to be appointed to the production team. Other human resources may be tapped from the existing staff strength. The project would demand extensive cooperation amongst various departments. All the stakeholders of the project * Project Strategy The Company will use the existing injection mould to produce Room Size containers. The existing sources of inputs will be utilized. The project would attain break even earlier, as the new product won’t involve much of capital investment in terms of production line, resulting in early returns. This must be read together with the fact that the company can use the already existing production system for the new

Technology Social Media Social Apps Music Assignment

Technology Social Media Social Apps Music - Assignment Example MixPod is a music application that lets you create and embed your own playlist on Facebook profile. Music selection can be viewed at the MixPod site where you can choose among a large number of playlist styles. This also requires a MixPod account to set-up, thus you have to create one (http://mashable.com/2009/11/10/music-facebook-applications/). Music Challenge is a very popular music trivia application to have almost 3.4 million monthly users who are active. It is one of the best ways to put your knowledge of music into a challenge. This will let you and the other players answer the trivia of identifying the song based on the audio player (http://mashable.com/2009/11/10/music-facebook-applications/). My Band is another famous music application tool in Facebook that is promotional in nature. It aims to enhance your page in Facebook providing information about gig schedules, mailing lists, music sales and analytics who are listening and sharing your uploaded tunes (http://mashable.com/2009/11/10/music-facebook-applications/). Share Song is a simple yet effective music application that helps you find and share music easily. It allows the users to search, listen and share tracks. If the track exists in Grooveshark database, the users can post it to their profile and share it with their friends (http://mashable.com/2009/11/10/music-facebook-applications/). Tinysong is powered by Grooveshark’s P2P music sharing service which offers the users an enormous library of the song to choose from which can be shared through Twitter.  Twt.fm is another famous music application for Twitter users that allows you to connect to your twitter account and let you recreate your page to store your playlists, background, and avatar through an OAuth.  Ã‚  

Townsends Theories of Recruitment and Selection

Townsends Theories of Recruitment and Selection This essay will argue Townsends research into the paradox of recruitment and selection, training and the high level of turnover that appears in the growing industry of call. His research is based on PowerGrid, which is an Australian Government owned Power Company. There has been an enormous increase in the number of call centres, due to this a large number of interesting issues have arisen such as high level of turnover in call centres, despite companies spending vast sums of money on training and recruiting. The research of Townsend is valuable and meaningful for there has been little academic research conducted in the area of recruitment, training and turnover in call centres. This essay will be based on the critical review of Townsends use of research methods, findings, practical implications and the concepts he used. Townsend adopts a three-step research strategy. Specifically, a seven-month non-participant job observation, ten interviews of managers and leaders in the organization and an analysis of the human resource documents compose the research method. Townsend considers the importance of PowerGrid call centre mainly for two reasons: At first, during the 1990s Australian government deregulation to power supplies session, PowerGrid had grew out of joint efforts by other power suppliers; Next, the PowerGrid call centre was based on Erlang C model which uses mathematical method to calculate and predict call volumes and keep balance of contact within the call centre (Angus, 2001).ÂÂ  Townsends findings suggest that the company was able to reduce its cost of training and recruitment through internal transfers. Moreover, Townsend points out that training should focus more on emotional labour as it is important for call centre agents to show to their customers rather than solely focus on techn ical trainings and the role of the human resource department is to hire the best candidates and filter out the ones who may be incompetent. Looking at the literature, the paradox between high cost of recruitment and training and high ratio of employees turnover in the sector of call centres, could be described as a sacrificial HR strategy (Wallace, Eagleson Waldersee, 2000), this formed the basis of Townsends research. By agreeing with (korczynski, 2002) Townsend accepts the idea that organizations face dual imperatives for instance call centres want to minimise their costs but on the other hand have to provide excellent service to its customers. But companies mainly use call centres to minimize their cost rather than offer customer service, although call centre managers describes customers service as their main goal (Robinson Morley, 2006). Townsend agrees with (Mulholland, 2002) that whatever the type of call centre it may be, Customer service representatives (CSRs) have to show a high degree of emotional labor to the customers. CSRs are also required to have the ability of micro-self manage (Wray-Bliss, 2001).But on the other hand he disagrees with (Hochschild, 1983) that those CSRs who displayed artificial emotional labour suffered from negative consequences. Townsends argument is supported by findings of (Wharton, 1993) who through his research suggested that emotional labour does not cause any negative consequences. Townsend discusses the importance of the role of recruitment towards the future and wellbeing of an organisation and compares it to the role of a gate keeper (2007: 57). It should be noted that by hiring competent applicants the firms productivity and performance can be improved significantly (Russo, Rietveld, Nijkamp Gorter, 1995). It is also better to employ those people who are willing to learn. (2007: 478). Besides, Townsend agrees with (Breaugh Starke, 2000) who suggested that new recruits job satisfaction and initial performance should be more important to organisations. That is, when the applicants are being hired it is important for the employers to see, whether the applicants attitude is suitable to organisations and this should be considered more important than ones technical skills. As mentioned before, PowerGrid is a government-owned Australian electricity supplier. Townsend acknowledges that there is difference between governments owned companies and privately owned companies. As he identifies the unique characteristics, there is a debate on whether the findings of this case could be generalized to private companies. Moreover, its rational to doubt whether Townsend has paid attention to the fact that his research is conducted in Government run working environment. Townsend argues that PowerGrid being a Government owned company has to have its call centers in the country, which increases costs, while on the other hand they need to be efficient in terms of operations. But being a Government owned company it has the protection of the Government in terms of costs. Private companies on the other hand do not have this advantage and may need to outsource their call centres in order to cut down their costs, to low costs countries such as India and Philippines (Snow, 2 005). Townsend identifies that PowerGrid makes internal transfers which it called positive turnover; this is when CSRs moved within the organisation. Due to this the organisation is able to reduce its training and recruitment cost which otherwise would have been spent on hiring and training new candidates. As (Robinson Morley, 2006) confirmed high staff turnover rate in call centres can greatly affect the cost impact on business and that could be direct costs; that are training, recruiting etc. or could be indirect for instance bad customer service. But Townsend fails to give any evidence for his findings as to how we can see if the organization was able to reduce its costs by internal transfers. According to Townsend, PowerGrid used a three stage training programs for the new recruits (2007: 485). He mentions that the first stage is the basic training program away from the computer and it is done in an environment that is decorated with nappies, baby clothes and pacifiers. He mentions that the management calls it the nursery. However, he questions the logic of using this word and shows some reservations about whether using this word is appropriate for this level but then agrees to the concept of the management who call it as part of the fun in the organization. But training programs are at the entry level of the company and may give wrong perceptions of the company, the perceptions may become permanent and in future it would be difficult to change these perceptions (Marchington, 2005). Townsend points out at some of the problems faced by Powergrid with regards to training of new CSRs. Previously the training time for news CSRs was eight weeks (2007: 484). A new system was to be introduced that would half that time to nearly four weeks. Even though the management spend AU$ 30 million on the new system, it turned out to be a failure as it not only doubled the training time as new recruits would have to learn both the systems but also increased employee dissatisfaction. He points out the ineffective communication and low employee involvement during the development and implementation of this new system when he mentions about the training team leader who points out that the management did not disclose to him information about the new system due to which the new system became an add on (2007: 484) to the old system rather than a completely new system. According to Lewis, (1999) there is a direct link between communication process within the organisation and organisationa l change implementation. Townsend identifies that the training for the employees was mostly focused on technical and product knowledge rather than on emotional labour. He believes that money would be well spent if it was spent on trying to improve the emotional labour rather than spend it on other skills. But he fails to provide any ideas on how this can be improved. Townsend points out at the dissatisfaction of the CSRs with the management (2007: 485). The employees are unhappy with the schedule for their trainings because they had to perform their training modules outside their working hours. The employees felt they were already overburdened as they only got thirty minutes of release time which was spent mainly to check their emails. The CSRs would be dissatisfied because a CSRs job is more stressful and less satisfying as compared to other jobs (Holdsworth Cartwright, 2003). Dissatisfaction of managers can be identified in PowerGrid. As a call centre manager called himself between a rock and a hard place (2007: 487) as they had to do continuous recruitment as some of their employees would move through to the larger organization due to internal transfers and many would leave the organization altogether as they would be heavily scrutinized through the software analysis system or will not get enough pay or benefits. So in order to retain the employees the organization must offer its employees good pay and benefits and should adopt a transparent performance management system (Raman, Budhwar Balasubramanian, 2007). There can be weaknesses identified in Townsends research methods. He used three steps to conduct his research. Firstly, he used non participant job observations to carry out his research. Non participant job observations include two types direct or indirect observations (Rowley, 2004). It has not been mentioned if he used direct or indirect observations, as in direct observations questions can be asked and may lead to change in behavior of the people observed, on the other hand indirect observations cannot be used for gaining information on perceptions, attitudes etc. (Rowley, 2004). He made observations only once or twice a week which seem not enough. Effective observation is an art and needs to be honed and perfected overtime (Rowley, 2004). There is nothing mentioned in the article that suggests that whether the author has experience or has gone through training to conduct and observation at this level. Secondly, he then conducted eighteen interviews of key personnel in the company who included contact centre manager, call centre manager, training team leader, roster and planning officer and human resource representatives, out of which he selects only ten interviews that he believed were relevant to topic of his research. The author should provide more detailed criteria for choosing only ten interviews out of the original eighteen. Thirdly, he obtained data from the organisation related to the Human resource department and analysed it to reach the conclusion. He has not mentioned what type of data he used to come to conclusions neither he has mentioned any process or methods that he used to analyse and interpret the data. There are two methods for data analysis; Computer based analysis and manual analysis (Borch Arthur, 1995). So in this case we dont know if he has used manual or computer based analysis or a combination of both. As some researchers use one type of methodology while some use a combination of both (Borch Arthur, 1995). Due to the debatable nature of Townsends research methods it is very difficult to find his results conclusive. However, he agrees with (Mulhollands, 2002) which suggest that CSRs need to show a high degree of emotional labor to the customers. Lack of proper planning and communication can be seen between the management of PowerGrid as they wasted AU$30 million in trying to implement a new software without consulting the training team leader and it turned out to be an add on (2007: 486). He identified that the recruitment and selection department should act like a gate keeper (2007: 478) in order to only let in the right candidates. He emphasized that training should focus more on emotional labour, as it is the most important aspect while communicating with the customers, rather than focusing on technical skills. Townsend fails to identify by how much the company was able to reduce the cost of turnover when they had to keep recruiting throughout the year due to employees moving into th e larger organization or leaving the organization altogether. This research provides useful information for practitioners in the call centres. However, researchers who further study, need to research in depth into industry of call centre and should specially address the limitations found in Townsends study. Townsend wanted to consider the paradox of extensive recruitment and training conducted in call centres that are faced with high levels of turnover. He came to the conclusion that PowerGrid was able to reduce its cost of recruitment and training, by having internal transfers within the larger organisation. Furthermore, Townsend has been able to identify certain problems within PowerGrid. He has failed to highlight is there any difference between this call centre and other private call centres. He has advocated that there should be a great emphasis on training of emotional labour rather than technical training but he has been unable to provide any suggestion how it can be done. Finally, Non-participant job observations, interviews are types of qualitative research methods which can be called problematic because of problems with their validity and reliability (Kirk Miller, 1986) REFERENCES: Angus, I. (2001). An introduction to Erlang B and Erlang C. Telemanagement, (187): 6-8. Breaugh, J. and Starke, M. (2000). Research on employee recruitment: so many studies, so many remaining questions.Journal of Management, 26(3): 405-34. Borch, O.J. and Arthur, M.B. (1995). Strategic networks among small firms: implications for strategy research methodology. Journal of Management Studies, 32(4): 419-441 Catterall, M. (1996). Using Computer programs to code qualitative data. Marketing Intelligence Planning Journal, 14(4): 29- 33. Hochschild, A. (1983).The Managed Heart: Commercialization of Human feeling.University of California Press, Berkeley, CA. Holdsworth, L and Cartwright, S. (2003). Empowerment, stress and satisfaction: an exploratory study of a call centre.Leadership Organisation Development Journal, 24 (3):131-140. Kirk, J. and Miller, M. (1986). Reliability and Validity in Qualitative Research.London, Sage. Lewis, L.K. (1999). Disseminating information and soliciting input during planned organisational change: implementers targets, sources, and channels for communicating.Management Communication Quarterly, 13(1):43-75. korczynski, M. (2002).Human Resource Management in Service Work. Palgrave, Basingstoke Marchington, M. (2005). Human Resource Management at Work. London: Sage Publications Inc., Thousand Oaks New Delhi. Mulholland, K. (2002). Gender emotional labour and teamworking in a call centre.Personnel review, 31(3):283-303. Raman, S.R.;Budhwar P. andBalasubramanian G. (2007).People management issues in Indian KPOs.Employee Relations, 29(6): 696-710. Robinson, G. and Morley, C. (2006). Call centre management: responsibilities and performance.International Journal of Service Industry Management, 17(3): 284-300. Rowley J. (2003) Researching people and organisations, Library Management Volume, 15(4/5): 208-214. Russo, G.; Rietveld, P.; Nijkam, P. and Gorter, C. (1995).Issues in recruitment strategies: an economic perspective.The International Journal of Career Management, 7(3): 3-13. Snow, J. (2005). UK call centres: crossroads of an Industry. Journal of Property Investment Finance, 23(6): 525-532. Townsend, K. (2005). Considering progress in Greenfield site.International employment relations review, 11(1/2):76-79 Wallace, C.;Eagleson, G. and Waldersee, R. (2000). The sacrificial HR strategy in callcentres. International Journal of Service Industry Management, 11(2): 174-184. Wharton, A.S. (1993). The affective consequences of service work.Work and Occupations, 20: 205-232 Wray-Bliss, E. (2001). Representing customer service: telephones and texts. Customer service. in Sturdy, A., Grugulis, I., Willmott, H. (Eds),Customer Service: Empowerment and Entrapment, Palgrave, London, .

Is Advertising Harmful? Essay

For many years when it started, advertising was a divine gift to the mass media. It embodied the epitome of information superhighway during the time when it was starting as it allowed consumers to get information about products and services at the comfort of their homes, while reading the newspaper for instance, or perhaps while watching the television or listening to the radio. Advertisers, however, were not content on how they can reach consumers and thus initiated ways in ensuring that every centavo they spend in advertising will pay off and entice consumers to buy. Competition also grew as time passed by and today there are too many options for consumers to choose from. This put pressure in the advertisers. The need to sell pushed them to find ways to sell. Oftentimes, the advertising is the best medium to do so given the wide reach and reception that it has. This all led to the harmful effects that many scholars and researchers claim that advertising has. The harms of advertising can be found in its effects in the media, economy, in children and families, and human behavior in general. For one, the media has become advertiser-driven. While before the media’s thrust is to entertain and inform its audiences, it has now become a repository of information of advertisers, their products, and their services. Many shows, in fact, have now been created for the benefit of advertisers and to increase their selling points. There are television programs as well that are created entirely to market a single product, which creates monopoly against products who do not have the capacity such as finances to produce such advertising shows. Economically, this subtle monopoly has lead many small businesses to close down and further empower the primacy of the larger competitors. (Harms and Kellner, n. d. ) These harmful effects are further ratified by the intrusion and repetitiveness of advertisements. From the time one wakes up, eats, rides to work or school, and goes back home to sleep, he is bombarded with advertiser information. Even going to the public restroom is not an exception ever since loo ads became a global trend. (Harms and Kellner, n. d. ) Even the telephone has become an avenue for advertisers. Not only one among many have been caught by telemarketers during dinner, or even during Sunday lunch. The good thing about this is that employment increased, despite the turnover, in telemarketing. The bad thing is that this type of advertising is intrusive and unethical. Even private email addresses are testimonies to the intrusion that advertisers will waive for the sake of trying to sell. Children are also among the most affected by the harms of advertising. According to Dittman (2004), an average child is exposed to 40,000 advertising materials annually. This figure includes all television commercials alone. There are other advertisements aired over the radio, in printed materials, and in fact wherever one looks. Even the schools have welcomed advertisers in campuses, though many institutions stay watchful on the advertisers and advertisements that they allow. Furthermore, studies show that just one exposure to an advertisement, especially in children, can make a register in the brain and even entice buying. This can influence children and adults as well to shop impulsively which has greatly affected consumerism and private lives across the globe. For many instances, children will also nag their parents into buying them things that they saw in advertisements, or for money to buy these things. Even habits can be altered. Studies show that a child’s eating behavior can change drastically when exposed to junk food ads. Exposure to junk food ads alongside healthy food ads is not a solution as well, for children will remember junk food ads more. (Dittman, 2004) In an effort to combat these effects, American Academy of Pediatrics, American Psychological Association, and Kaiser Family Foundation has lead many organizations who are after stricter regulations in advertising. The proponents enjoin groups with the similar vision and mission to create and propose ways to protect the society, highlighting on children, against the harmful effects of advertising. Stricter laws, proper monitoring, regulating bodies, and proper education are among the things viewed to solve the dilemma. (Dittman, 2004) Adult supervision is another thing to appeal for. Today, with kids having private access to the internet, television, radio, and reading materials in their bedrooms or schools, away from the eyes of their parents, they are put into a situation where they are not guided. In such cases, they receive information as facts and even if there is a chance for them to weigh between right and wrong, between positive and negative, there is more probability that the influence that is imprinted on them will affect them. If the advertisement is negative, then the effect will equally be negative. (Dittman, 2004) Yet not all advertisements are intrusive and harmful. (Harms and Keller, n. d. ) There are advertisements that show good behavior and influence people towards the positive. If at all always harmful, many advertisers downplay the bad knowing that audiences will not buy products which have negative impressions on them. (Harmful effects of advertising can be indirect, delayed, and cumulative, n. d. ) This care that advertisers take helps them increase their sales more profoundly. However, it is still a fact that advertising affects the human behavior in general and radiates these effects to their families and to the society ultimately. Advertising is a big leap for the mass media, and it is wrong to eliminate advertising at this point, even if it is torn between the good and the bad. The right thing to do would be to subdue these advertisements and keep the information positive and varied. A good look at psychology, economics, and communication industries will also help. In the end, good advertisers win the game. References Dittman M. 2004. Protecting children from advertising http://www. apa. org/monitor/jun04/protecting. html Harmful effects of advertising can be indirect, delayed, and cumulative. n. d. http://www. uta. edu/huma/illuminations/kell6. htm Harms, J. and Kellner, D. n. d. Toward a critical theory of advertising. http://webserve. govst. edu/pa/Advertising/ABCs/harmful. htm.

Ugolino and His Sons

He won the Prix de Rome in 1854 which enabled him to live in Rome (1856 – 1862). During that time he was influenced by the works of Italian sculptors of the Renaissance period such as Michelangelo, Donatello, and Andrea Del Verrocchio. He also started to increase his focus of studies on complex sculptures and bas-reliefs. His passion led him to start carving several pieces on marble before the famous work of art â€Å"Ugolino and His Sons†. Carpeaux was considered as one of the mainstream artists in Eclecticism.This movement wanted to exceed Neoclassicism and Romanticism and also described the ombination, in a single work, of elements from different historical styles. Carpeaux received many honors during his lifetime until two months before he died prematurely of cancer at the age of 48 in Courbevoie in 1875 CE. The sculpture snows (Figure 1 a man sitting on a stone cu tted witn chains in his legs. The man's facial expressions seemed as grief while biting the tip of som e of his fingers. The wrinkles on top of his eyes with his curled toes on each other gave the sense of a clueless situation the man was put in.Surrounding him, there're four ifferent-aged kids; two of them on the left side of their father's position, as they gave the emotion of looking at their father begging. And on the right side, there're the two other kids where the smallest kid fell on the ground looking dead. The sculpture depicts the tale of a traitor who was the Count of Donoratico and was imprisoned by the archbishop Ruggieri degli Ubaldini in the late thirteenth century Oune 1288). The archbishop imprisoned Ugolino with his sons and grandsons in the â€Å"Tower of Hunger†.Also, the archbishop ordered the soldiers to throw the keys of Ugolinds rison in the Arno River so that there's no way for them to be set free. They were sentenced to be left to starve in February 1289. Ugolino had this prophetic dream of the archbishop and his soldiers as the lord and huntsman kil ling the wolf the wolf cubs (Ugolino and his offspring). Ugolino had his heart-broken for hearing his sons sobbing in their sleep asking for bread. He also kept his feelings inside, he had never wept, and he used to watch his kids weeping but him feeling clueless paralyzed- thinking.Yet his offspring dreams couldn't fill their stomach. Ugolinds kids started to ook at him, wondered why he turned out to look like a stone, biting his fingers and curling his toes of one leg on top of the other one. For them, they thought that their father is starving Just like them or maybe more but for Ugolino himself, he was biting his fingers in anguish, weeping inside for not being able to feed his offspring. Therefore, they started to offer their bodies to their father so he can eat and survive.After few days, his offspring started to fall down dead one by another till the last one died on the sixth day. This part is quoted from â€Å"The Divine Comedy, Vol. l: Inferno Canto 33) – Dante Ali ghieri†. It illustrates moments of death of Ugolinds offspring and the mystery behind the possibility of Cannibalism: â€Å"l calmed myself to make them less unhappy. That day we sat in silence, and the next day. O pitiless Earth! You should have swallowed us! The fourth day came, and it was on that day My Gaddo fell prostrate before my feet, Crying: Why dont you help me?