The Family Circuit Essay -- Technology Computers Entertainment Papers

The Family Circuit A mother is doing laundry while her infant sleeps soundly in the room upstairs. She is mid-fold when a cry pierces the silence. She looks over at the baby-cam monitor and sees that her child is in his crib. She reads the dials on the side of the monitor: Vital Signs: normal. Diaper moisture level: 0. Minutes since last feeding: 136. Sighing, she reaches over and clicks three buttons, and resumes her work. Upstairs the crib starts to rock gently, as a nearby stereo plays a recording of his mother's voice singing, and a mechanical arm holding a bottle reaches in and holds the bottle for the baby to grasp. The machine retreats and the baby is lulled back into slumber without his mother having to move an inch or touch him. The scenario may seem exaggerated—unlikely in our own time, yet not unforeseeable in the future. Our era has become so obsessed with technology and its time-saving wonders that quality time itself is taking a backseat to efficiency, destroying what is essentially the human experience. Time used to be the feature by which a family's strength was measured: the more time you spent with your children, the closer you were. Families once gathered around a dinner table in talkative interaction. But now dinner conversation is being silenced as technology takes a permanent seat at the American family's dinner table. There is no age or gender group excluded from the target practice of the technology market. Everyone from infants to grandparents is not only involved, but subject to the increasing dependency on technology to keep family life running smoothly. The once low-cost "quality family time" has given way to a thousand-dollar cycle of expenses to keep every member of the family in touch and up... ..." New York Times. February 10, 2001. Centerwall, B. S. "Exposure to television as a cause of violence." Public Communication as Behavior. Academic Press, Inc., 1999. 2:1-58. Guernsey, Lisa. "Toy story, looking for lessons. Do multimedia playthings teach or do they just pacify nervous parents?" New York Times. January 3, 2002. Malley, Michael. "Re-engineering America's leisure time." Hotel & Motel Management. August 11, 1997. Sneed, C., and Runco, M. A. "The beliefs adults and children hold about television and video games." The Journal of Psychology vol. 126 n. 3, 273-84. www.apa.org/monitor/aug98/tech.html www.earthlink.net/~esmejake/psycho.html www.standford.edu/dept/report/news/february16/internetsurvey-216.html www.colby.edu/personal/k/kbmacdon/bad.htm www.consumerreports.com www.fisherprice.com www.census.gov www.wherify.com

Douglas N. Husaks A Moral Right to Use Drugs Essay -- Husak Moral Rig

Douglas N. Husak's A Moral Right to Use Drugs In Douglas N. Husak’s A Moral Right to Use Drugs he attempts to look at drug use from an impartial standpoint in order to determine what is the best legal status for currently illegal drugs. Husak first describes the current legal situation concerning drugs in America, citing figures that show how drug crimes now make up a large percentage of crimes in our country. Husak explains the disruption which this causes within the judicial system and it is made clear that he is not content with the current way drugs are treated. The figures that Husak offers up, such as the fact that up to one third of all felony charges involve drugs, are startling, but more evidence is needed than the fact that a law is frequently broken to justify it’s repeal. Husak attempts to discuss drug use legality aside in order to prove his argument. He looks at drug use in a three fold manner exploring; the reasons Americans use drugs, the justifications behind the war on drugs, and a discussion on which drugs, if any, should be affected by the law. In understanding Husak’s beliefs on the reasons for drug use it is first important to look at his definition for recreational use verses drug abuse. Husak defines recreational use as either consumption for enhancement of an experience, such as at a concert, or for alleviation from boredom, like while doing household chores. Husak admits that there are gray areas between this recreational approach and the universally reviled drug abuse. However, Husak is right in saying that drug use that occurs in the ghetto is not recreational, and goes on to explain that rich white people are even more likely to use certain drugs, notably ... ...enough time explaining the benefits of legalization. I agree with his assertion that the burden of proof should lie on the heads of those limiting our freedoms and therefore I personally am not bothered by his attack strategy, but in the grand scheme of trying to further his cause Husak would be served well by discussing the issue in terms of why legalization would help our society. I respect this piece a lot and what I would really like to see is some of Husak’s ideas form implementation, such as educational programs. This article does a lot to tear down the old beliefs that are hurting our society, which is an important first step. Yet, those of us who favor change must remember that removing old views does not bring freedom, it leaves a gap. Freedom is attained when we replace that gap with a morally and legally sound new set of ideals and rules.

Use of Imagery in Daddy by Sylvia Plath Essay -- Poetry Analysis

As a modern female poet, Sylvia Plath played many roles in her art: she was the fragile feminist, the confessional writer, the literary innovator. As a woman, Plath found herself with one foot in her past and the other in an uncertain future, her present an often uncomfortable combination of the two. She was at once a daughter desperate to make her parents proud and a wife eager to please her husband; an overworked, depressed teenager and a lonely, sick mother; a child who lost her father and an adult who lost her hope. Plath’s confusion between her memories and her fantasies produced the creative inspiration that spawned much of her work; the losses she suffered had the same effect. The death of her father became a theme in her poetry on which Plath would often spin her words. In the poem â€Å"Daddy,† Plath uses imagery to compare her father to a shoe, God and a vampire, to establish similarities between her father and her husband and to describe the lack of communica tion between her and her father. â€Å"You do not do, you do not do/Anymore, black shoe,† proclaims Plath in the opening lines of â€Å"Daddy† (222), introducing the world to her father, ominous in the color black and consistent in his inability to â€Å"do† anything for Plath â€Å"anymore.† This depiction of the father as an shoe instead of a man also presents Plath’s deft use of imagery to color the character of her father, this time with the shade of a black shoe. This image makes the father sound â€Å"stifling† (â€Å"Slayer† 1). The imagery of the black shoe is also powerful in explaining the nature of Plath’s posthumous relationship with her father. Shoes usually protect the foot, provide warmth for it (Goelzhaeuser 1). Shoes in the poem, however, do not invoke the sheltering, caring ... ...ountry. However, it seems likely that she died as she lived, haunted by a combination of the two, her deceased father pointing out her failures from far away in her childhood and her substitute husband becoming another one of those failures from another woman’s apartment. The imagery of â€Å"Daddy,† of her father and her husband, each her protector and her abuser in one, stands a testament of words to just that. Works Cited Barnard, Caroline King. Sylvia Plath. Boston: Twayne Publishers, 1978. Goelzhauser, Nicola. â€Å"Imagery in Sylvia Plath’s ‘Daddy.’† Online. http://www.geocities.com/SoHo/Studios/8984/daddy.htm. â€Å"Oedipus Complex.† Merriam Webster’s Collegiate Dictionary. 10th ed. 1993. Plath, Sylvia. The Collected Poems. Ed. Ted Hughes. NewYork: Harper Perennial, 1972. â€Å"Sylvia the Vampire Slayer.† Online. http://members.aol.com/raisans/plath.htm. Use of Imagery in Daddy by Sylvia Plath Essay -- Poetry Analysis As a modern female poet, Sylvia Plath played many roles in her art: she was the fragile feminist, the confessional writer, the literary innovator. As a woman, Plath found herself with one foot in her past and the other in an uncertain future, her present an often uncomfortable combination of the two. She was at once a daughter desperate to make her parents proud and a wife eager to please her husband; an overworked, depressed teenager and a lonely, sick mother; a child who lost her father and an adult who lost her hope. Plath’s confusion between her memories and her fantasies produced the creative inspiration that spawned much of her work; the losses she suffered had the same effect. The death of her father became a theme in her poetry on which Plath would often spin her words. In the poem â€Å"Daddy,† Plath uses imagery to compare her father to a shoe, God and a vampire, to establish similarities between her father and her husband and to describe the lack of communica tion between her and her father. â€Å"You do not do, you do not do/Anymore, black shoe,† proclaims Plath in the opening lines of â€Å"Daddy† (222), introducing the world to her father, ominous in the color black and consistent in his inability to â€Å"do† anything for Plath â€Å"anymore.† This depiction of the father as an shoe instead of a man also presents Plath’s deft use of imagery to color the character of her father, this time with the shade of a black shoe. This image makes the father sound â€Å"stifling† (â€Å"Slayer† 1). The imagery of the black shoe is also powerful in explaining the nature of Plath’s posthumous relationship with her father. Shoes usually protect the foot, provide warmth for it (Goelzhaeuser 1). Shoes in the poem, however, do not invoke the sheltering, caring ... ...ountry. However, it seems likely that she died as she lived, haunted by a combination of the two, her deceased father pointing out her failures from far away in her childhood and her substitute husband becoming another one of those failures from another woman’s apartment. The imagery of â€Å"Daddy,† of her father and her husband, each her protector and her abuser in one, stands a testament of words to just that. Works Cited Barnard, Caroline King. Sylvia Plath. Boston: Twayne Publishers, 1978. Goelzhauser, Nicola. â€Å"Imagery in Sylvia Plath’s ‘Daddy.’† Online. http://www.geocities.com/SoHo/Studios/8984/daddy.htm. â€Å"Oedipus Complex.† Merriam Webster’s Collegiate Dictionary. 10th ed. 1993. Plath, Sylvia. The Collected Poems. Ed. Ted Hughes. NewYork: Harper Perennial, 1972. â€Å"Sylvia the Vampire Slayer.† Online. http://members.aol.com/raisans/plath.htm.

Audited Report of Tyson Food

UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K [X] [] Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended September 29, 2012 Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from to 001-14704 (Commission File Number) ______________________________________________ (Exact name of registrant as specified in its charter) _____________________________________________ TYSON FOODS, INC. Delaware (State or other jurisdiction of incorporation or organization) 71-0225165 (I. R. S. Employer Identification No. ) 2200 Don Tyson Parkway, Springdale, Arkansas (Address of principal executive offices) 72762-6999 (Zip Code) Registrant’s telephone number, including area code: Securities Registered Pursuant to Section 12(b) of the Act: Title of Each Class Class A Common Stock, Par Value $0. 0 (479) 290-4000 Name of Each Exchange on Which Registered New York Stock Exchange Securities Registered Pursuant to Section 12(g) of the Act: Not Applicable Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes [X] No [ ] Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.Yes [ ] No [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes [X] No [ ] Indicate by check mark whether the registrant has submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T ( §232. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes [X] No [ ] Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ] Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of â€Å"large accelerated filer,† â€Å"accelerated filer† and â€Å"smaller reporting company† in Rule 12b-2 of the Exchange Act. Large accelerated filer [X] Non-accelerated filer [ ] (Do not check if a smaller reporting company) Accelerated filer [ ] Smaller reporting company [ ] Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).Yes [ ] No [X] On March 31, 2012, the aggregate market value of the registrant’s Class A Common Stock, $0. 10 par value (Class A stock), and Class B Common Stock, $0. 10 par value (Class B stock), held by non-affiliates of the registrant was $5,551,806,987 and $340,008, respectively. Class B stock is not publicly listed for trade on any exchange or market system. However, Class B stock is convertible into Class A stock on a share-for-share basis, so the market value was calculated based on the market price of Class A stock.On October 27, 2012, there were 288,751,385 shares of Class A stock and 70,015,755 shares of Class B stock outstanding. INCORPORATION BY REFERENCE Portions of the registrant’s definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held February 1, 2013, are incorporated by reference into Part III of this Annual Report on Form 10-K. TABLE OF CONTENTS PAGE PART I Item 1. Item 1A. Item 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14.PART IV Item 15. Business Risk Factors Unresolved Staff Comments Properties Legal Proceedings Mine Safety Disclosures 3 7 12 12 13 13 Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities Selected Financial Data Management’s Discussion and Analysis of Financial Condition and Results of Operations Quantitative and Qualitative Disclosures About Market Risk Financial Statements and Supplementary Data Changes in and Disagreements With Accountants on Accounting and Financial Disclosure Controls and Procedures Other Information 5 17 18 36 38 81 81 81 Directors, Executive Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters Certain Relat ionships and Related Transactions, and Director Independence Principal Accounting Fees and Services 82 82 82 82 82 Exhibits, Financial Statement Schedules 83 2 PART I ITEM 1. BUSINESS GENERAL Founded in 1935, Tyson Foods, Inc. nd its subsidiaries (collectively, â€Å"Company,† â€Å"we,† â€Å"us† or â€Å"our†) are one of the world’s largest meat protein companies and the second-largest food production company in the Fortune 500 with one of the most recognized brand names in the food industry. We produce, distribute and market chicken, beef, pork, prepared foods and related allied products. Our operations are conducted in four segments: Chicken, Beef, Pork and Prepared Foods.Some of the key factors influencing our business are customer demand for our products; the ability to maintain and grow relationships with customers and introduce new and innovative products to the marketplace; accessibility of international markets; market prices for our prod ucts; the cost of live cattle and hogs, raw materials, grain and feed ingredients; and operating efficiencies of our facilities.We operate a fully vertically integrated poultry production process. Our integrated operations consist of breeding stock, contract growers, feed production, processing, further-processing, marketing and transportation of chicken and related allied products, including animal and pet food ingredients. Through our wholly-owned subsidiary, Cobb-Vantress, Inc. (Cobb), we are one of the leading poultry breeding stock suppliers in the world.Investing in breeding stock research and development allows us to breed into our flocks the characteristics found to be most desirable. We also process live fed cattle and hogs and fabricate dressed beef and pork carcasses into primal and sub-primal meat cuts, case ready beef and pork and fully-cooked meats. In addition, we derive value from allied products such as hides and variety meats sold to further processors and others. We produce a wide range of fresh, value-added, frozen and refrigerated food products.Our products are marketed and sold primarily by our sales staff to grocery retailers, grocery wholesalers, meat distributors, warehouse club stores, military commissaries, industrial food processing companies, chain restaurants or their distributors, international export companies and domestic distributors who serve restaurants, foodservice operations such as plant and school cafeterias, convenience stores, hospitals and other vendors. Additionally, sales to the military and a portion of sales to international markets are made through independent brokers and trading companies.We have a 50/50 joint venture with Syntroleum Corporation, called Dynamic Fuels LLC (Dynamic Fuels), which produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010. FINANCIAL INFORMATION OF SEGMENTS We operate in four segments: Chic ken, Beef, Pork and Prepared Foods. The contribution of each segment to net sales and operating income (loss), and the identifiable assets attributable to each segment, are set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements.DESCRIPTION OF SEGMENTS Chicken: Chicken operations include breeding and raising chickens, as well as processing live chickens into fresh, frozen and valueadded chicken products and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. It also includes sales from allied products and our chicken breeding stock subsidiary.Beef: Beef operations include processing live fed cattle and fabricating dressed beef carcasses into primal and sub-primal me at cuts and case-ready products. This segment also includes sales from allied products such as hides and variety meats, as well as logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets.Pork: Pork operations include processing live market hogs and fabricating pork carcasses into primal and sub-primal cuts and caseready products. This segment also includes our live swine group, related allied product processing activities and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare acilities, the military and oth er food processors, as well as to international markets. 3 Prepared Foods: Prepared Foods operations include manufacturing and marketing frozen and refrigerated food products and logistics operations to move products through the supply chain. Products include pepperoni, bacon, beef and pork pizza toppings, pizza crusts, flour and corn tortilla products, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, meat dishes and processed meats.Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. The results from Dynamic Fuels are included in Other. RAW MATERIALS AND SOURCES OF SUPPLY Chicken: The primary raw materials used in our chicken operations are corn and soybean meal used as feed and live chickens raised primarily by independent contract growers. Our vertically-integrated chicken process begins with the grandparent breeder flocks and ends with broilers for processing. Breeder flocks (i. e. , grandparents) are raised to maturity in grandparent growing and laying farms where fertile eggs are produced. Fertile eggs are incubated at the grandparent hatchery and produce pullets (i. e. , parents). Pullets are sent to breeder houses, and the resulting eggs are sent to our hatcheries. Once chicks have hatched, they are sent to broiler farms.There, contract growers care for and raise the chicks according to our standards, with advice from our technical service personnel, until the broilers reach the desired processing weight. Adult chickens are transported to processing plants where they are slaughtered and converted into finished products, which are then sent to distribution centers and delivered to customers. We operate our own feed mills to produce scientifically-formulated feeds. In fiscal 2012, corn, soybean meal and other feed ingredients were major production costs, representing roughly 69% of our cost of growing a live chicken.In addition to feed ingredients to grow the chickens, we use cooking ingredients, packaging materials and cryogenic agents. We believe our sources of supply for these materials are adequate for our present needs, and we do not anticipate any difficulty in acquiring these materials in the future. While we produce nearly all our inventory of breeder chickens and live broilers, we also purchase live, ice-packed or deboned chicken to meet production and sales requirements. Beef: The primary raw materials used in our beef operations are live cattle.We do not have facilities of our own to raise cattle but employ cattle buyers located throughout cattle producing areas who visit independent feed yards and public auctions and buy live cattle on the open spot market. These buyers are trained to select high quality animals, and we continually measure their performance. We also enter into var ious risk-sharing and procurement arrangements with producers to secure a supply of livestock for our facilities. We believe the sources of supply of live cattle are adequate for our present needs. Pork: The primary raw materials used in our pork operations are live hogs.The majority of our live hog supply is obtained through various procurement relationships with independent producers. We employ buyers who make purchase agreements of various time durations as well as purchase hogs on a daily basis, generally a few days before the animals are processed. These buyers are trained to select high quality animals, and we continually measure their performance. We believe the sources of supply of live hogs are adequate for our present needs. Additionally, we raise a number of weanling swine to sell to independent finishers and supply a minimal amount of live swine for our own processing needs.Prepared Foods: The primary raw materials used in our prepared foods operations are commodity base d raw materials, including chicken, beef, pork, corn, flour and vegetables. Some of these raw materials are provided by our other segments, while others may be purchased from numerous suppliers and manufacturers. We believe the sources of supply of raw materials are adequate for our present needs. SEASONAL DEMAND Demand for chicken and beef products generally increases during the spring and summer months and generally decreases during the winter months.Pork and prepared foods products generally experience increased demand during the winter months, primarily due to the holiday season, while demand decreases during the spring and summer months. CUSTOMERS Wal-Mart Stores, Inc. accounted for 13. 8% of our fiscal 2012 consolidated sales. Sales to Wal-Mart Stores, Inc. were included in the Chicken, Beef, Pork and Prepared Foods segments. Any extended discontinuance of sales to this customer could, if not replaced, have a material impact on our operations. No other single customer or custo mer group represented more than 10% of fiscal 2012 consolidated sales. COMPETITION Our food products compete with those of other food producers and processors and certain prepared food manufacturers. Additionally, our food products compete in markets around the world. We seek to achieve a leading market position for our products via our principal marketing and competitive strategy, which includes: †¢ †¢ †¢ identifying target markets for value-added products; concentrating production, sales and marketing efforts to appeal to and enhance demand from those markets; and utilizing our national distribution systems and customer support services.Past efforts indicate customer demand can be increased and sustained through application of our marketing strategy, as supported by our distribution systems. The principal competitive elements are price, product safety and quality, brand identification, breadth and depth of product offerings, availability of products, customer servic e and credit terms. INTERNATIONAL We sold products to approximately 130 countries in fiscal 2012. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Russia, South Korea, Taiwan, Ukraine and Vietnam.We have the following international operations: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Tyson de Mexico, a Mexican subsidiary, is a vertically-integrated poultry production company; Cobb-Vantress, a chicken breeding stock subsidiary, has business interests in Argentina, Brazil, the Dominican Republic, India, Japan, the Netherlands, Peru, the Philippines, Russia, Spain, Sri Lanka, Turkey, the United Kingdom and Venezuela; Tyson do Brazil, a Brazilian subsidiary, is a vertically-integrated poultry production company; Shandong Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; Tyson Dalong, a joint venture in China in which we have a majority interest, is a chicken further pr ocessing facility; Jiangsu-Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; and Godrej Tyson Foods, a joint venture in India in which we have a majority interest, is a poultry processing business. Our Tyson do Brazil, Shandong Tyson and Jiangsu-Tyson subsidiaries are currently in start-up phase. We continue to evaluate growth opportunities in foreign countries.Additional information regarding export sales, long-lived assets located in foreign countries and income (loss) from foreign operations is set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements. RESEARCH AND DEVELOPMENT We conduct continuous research and development activities to improve product development, to automate manual processes in our processing plants and growout operations, and to improve chicken breeding stock. Our Discovery Center includes 19 research kitchens and a USDA-inspected pilot plant. The Discovery Center enables us to bring new market- leading retail and foodservice products to the customer quickly and efficiently. Research and development costs totaled $43 million, $42 million, and $38 million in fiscal 2012, 2011 and 2010, respectively.ENVIRONMENTAL REGULATION AND FOOD SAFETY Our facilities for processing chicken, beef, pork and prepared foods, milling feed and housing live chickens and swine are subject to a variety of federal, state and local environmental laws and regulations, which include provisions relating to the discharge of materials into the environment and generally provide for protection of the environment. We believe we are in substantial compliance with such applicable laws and regulations and are not aware of any violations of such laws and regulations likely to result in material penalties or material increases in compliance costs. The cost of compliance with such laws and regulations has not had a material adverse effect on our capital expenditures, earnings or competitive position, and except a s described below, is not anticipated to have a material adverse effect in the future. Congress and the United States Environmental Protection Agency are considering various options to control greenhouse gas emissions.It is unclear at this time when or if such options will be finalized, or what the final form may be. Due to the uncertainty surrounding this issue, it is premature to speculate on the specific nature of impacts that imposition of greenhouse gas emission controls would have on us, and whether such impacts would have a material adverse effect. 5 We work to ensure our products meet high standards of food safety and quality. In addition to our own internal Food Safety and Quality Assurance oversight and review, our chicken, beef, pork and prepared foods products are subject to inspection prior to distribution, primarily by the United States Department of Agriculture (USDA) and the United States Food and Drug Administration (FDA).We are also participants in the United State s Hazard Analysis Critical Control Point (HACCP) program and are subject to the Sanitation Standard Operating Procedures and the Public Health Security and Bioterrorism Preparedness and Response Act of 2002. EMPLOYEES AND LABOR RELATIONS As of September 29, 2012, we employed approximately 115,000 employees. Approximately 96,000 employees were employed in the United States and 19,000 employees were in foreign countries, primarily China, Mexico and Brazil. Approximately 29,000 employees in the United States were subject to collective bargaining agreements with various labor unions, with approximately 19% of those employees included under agreements expiring in fiscal 2013.The remaining agreements expire over the next several years. Approximately 8,000 employees in foreign countries were subject to collective bargaining agreements. We believe our overall relations with our workforce are good. MARKETING AND DISTRIBUTION Our principal marketing objective is to be the primary provider of chicken, beef, pork and prepared foods products for our customers and consumers. As such, we utilize our national distribution system and customer support services to achieve the leading market position for our products. On an ongoing basis, we identify distinct markets and business opportunities through continuous consumer and market research.In addition to supporting strong regional brands across multiple protein lines, we build the Tyson brand and Tyson owned brands primarily through well-defined product-specific advertising and public relations efforts focused toward key consumer targets with specific needs. These efforts are designed to present key Tyson products as everyday solutions to relevant consumer problems thereby becoming part of regular eating routines. We have the ability to produce and ship fresh, frozen and refrigerated products worldwide. Domestically, our distribution system extends to a broad network of food distributors and is supported by our owned or leased c old storage warehouses, public cold storage facilities and our transportation system.Our distribution centers accumulate fresh and frozen products so we can fill and consolidate less-than-truckload orders into full truckloads, thereby decreasing shipping costs while increasing customer service. In addition, we provide our customers a wide selection of products that do not require large volume orders. Our distribution system enables us to supply large or small quantities of products to meet customer requirements anywhere in the continental United States. Internationally, we utilize both rail and truck refrigerated transportation to domestic ports, where consolidations take place to transport to foreign destinations. PATENTS AND TRADEMARKS We have filed a number of patents and trademarks relating to our processes and products that either have been approved or are in the process of application.Because we do a significant amount of brand name and product line advertising to promote our products, we consider the protection of our trademarks to be important to our marketing efforts. We also have developed non-public proprietary information regarding our production processes and other product-related matters. We utilize internal procedures and safeguards to protect the confidentiality of such information and, where appropriate, seek patent and/or trademark protection for the technology we utilize. INDUSTRY PRACTICES Our agreements with customers are generally short-term, primarily due to the nature of our products, industry practices and fluctuations in supply, demand and price for such products.In certain instances where we are selling further processed products to large customers, we may enter into written agreements whereby we will act as the exclusive or preferred supplier to the customer, with pricing terms that are either fixed or variable. AVAILABILITY OF SEC FILINGS AND CORPORATE GOVERNANCE DOCUMENTS ON INTERNET WEBSITE We maintain an internet website for inv estors at http://ir. tyson. com. On this website, we make available, free of charge, annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to any of those reports, as soon as reasonably practicable after we electronically file such reports with, or furnish to, the Securities and Exchange Commission.Also available on the website for investors are the Corporate Governance Principles, Audit Committee charter, Compensation Committee charter, Governance Committee charter, Nominating Committee charter, Code of Conduct and Whistleblower Policy. Our corporate governance documents are available in print, free of charge to any shareholder who requests them. 6 CAUTIONARY STATEMENTS RELEVANT TO FORWARD-LOOKING INFORMATION FOR THE PURPOSE OF â€Å"SAFE HARBOR† PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 Certain information in this report constitutes forward-looking statements. Such forward-looking statements incl ude, but are not limited to, current views and estimates of our outlook for fiscal 2013, other future economic circumstances, industry conditions in domestic and international markets, our performance and financial results (e. g. debt levels, return on invested capital, value-added product growth, capital expenditures, tax rates, access to foreign markets and dividend policy). These forward-looking statements are subject to a number of factors and uncertainties that could cause our actual results and experiences to differ materially from anticipated results and expectations expressed in such forward-looking statements. We wish to caution readers not to place undue reliance on any forward-looking statements, which speak only as of the date made. We undertake no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.Among the factors that may cause actual results and experiences to differ from anticipated results and exp ectations expressed in such forward-looking statements are the following: (i) the effect of, or changes in, general economic conditions; (ii) fluctuations in the cost and availability of inputs and raw materials, such as live cattle, live swine, feed grains (including corn and soybean meal) and energy; (iii) market conditions for finished products, including competition from other global and domestic food processors, supply and pricing of competing products and alternative proteins and demand for alternative proteins; (iv) successful rationalization of existing facilities and operating efficiencies of the facilities; (v) risks associated with our commodity purchasing activities; (vi) access to foreign markets together with foreign economic conditions, including currency fluctuations, import/export restrictions and foreign politics; (vii) outbreak of a livestock disease (such as avian influenza AI) or bovine spongiform encephalopathy (BSE)), which could have an adverse effect on live stock we own, the availability of livestock we purchase, consumer perception of certain protein products or our ability to access certain domestic and foreign markets; (viii) changes in availability and relative costs of labor and contract growers and our ability to maintain good relationships with employees, labor unions, contract growers and independent producers providing us livestock; (ix) issues related to food safety, including costs resulting from product recalls, regulatory compliance and any related claims or litigation; (x) changes in consumer preference and diets and our ability to identify and react to consumer trends; (xi) significant marketing plan changes by large customers or loss of one or more large customers; (xii) adverse results from litigation; (xiii) risks associated with leverage, including cost increases due to rising interest rates or changes in debt ratings or outlook; (xiv) compliance with and changes to regulations and laws (both domestic and foreign), i ncluding changes in accounting standards, tax laws, environmental laws, agricultural laws and occupational, health and safety laws; (xv) our ability to make effective acquisitions or joint ventures and successfully integrate newly acquired businesses into existing operations; (xvi) effectiveness of advertising and marketing programs; and (xvii) those factors listed under Item 1A. â€Å"Risk Factors. † ITEM 1A. RISK FACTORS These risks, which should be considered carefully with the information provided elsewhere in this report, could materially adversely affect our business, financial condition or results of operations. Additional risks and uncertainties not currently known to us or that we currently deem to be immaterial also may materially adversely affect our business, financial condition or results of operations. Fluctuations in commodity prices and in the availability of raw materials, especially feed grains, live cattle, live swine and other inputs could negatively impac t our earnings.Our results of operations and financial condition are dependent upon the cost and supply of raw materials such as feed grains, live cattle, live swine, energy and ingredients, as well as the selling prices for our products, many of which are determined by constantly changing market forces of supply and demand over which we have limited or no control. Corn, soybean meal and other feed ingredients are major production costs for vertically-integrated poultry processors such as us, representing roughly 69% of our cost of growing a live chicken in fiscal 2012. As a result, fluctuations in prices for these feed ingredients, which include competing demand for corn and soybean meal for use in the manufacture of renewable energy, can adversely affect our earnings.Production of feed ingredients is affected by, among other things, weather patterns throughout the world, the global level of supply inventories and demand for grains and other feed ingredients, as well as agricultura l and energy policies of domestic and foreign governments. We have cattle under contract at feed yards owned by third parties; however, most of the cattle we process are purchased from independent producers. We have cattle buyers located throughout cattle producing areas who visit feed yards and buy live cattle on the open spot market. We also enter into various risk-sharing and procurement arrangements with producers who help secure a supply of livestock for daily start-up operations at our facilities.The majority of our live swine supply is obtained through procurement arrangements with independent producers. We also employ buyers who purchase hogs on a daily basis, generally a few days before the animals are required for processing. In addition, we raise live swine and sell feeder pigs to independent producers for feeding to processing weight and have contract growers feed a minimal amount of company-owned live swine for our own processing needs. Any decrease in the supply of cat tle or swine on the spot market could increase the price of these raw materials and further increase per head cost of production due to lower capacity utilization, which could adversely affect our financial results. 7Market supply and demand and the prices we receive for our products may fluctuate due to competition from other food producers and processors. We face competition from other food producers and processors. Some of the factors on which we compete and which may drive demand for our products include: †¢ †¢ †¢ †¢ †¢ †¢ †¢ price; product safety and quality; brand identification; breadth and depth of product offerings; availability of our products and competing products; customer service; and credit terms. Demand for our products also is affected by competitors’ promotional spending, the effectiveness of our advertising and marketing programs, and the availability or price of competing proteins.We attempt to obtain prices for our produ cts that reflect, in part, the price we must pay for the raw materials that go into our products. If we are not able to obtain higher prices for our products when the price we pay for raw materials increases, we may be unable to maintain positive margins. Outbreaks of livestock diseases can adversely impact our ability to conduct our operations and demand for our products. Demand for our products can be adversely impacted by outbreaks of livestock diseases, which can have a significant impact on our financial results. Efforts are taken to control disease risks by adherence to good production practices and extensive precautionary measures designed to ensure the health of livestock.However, outbreaks of disease and other events, which may be beyond our control, either in our own livestock or cattle and hogs owned by independent producers who sell livestock to us, could significantly affect demand for our products, consumer perceptions of certain protein products, the availability of l ivestock for purchase by us and our ability to conduct our operations. Moreover, the outbreak of livestock diseases, particularly in our Chicken segment, could have a significant effect on the livestock we own by requiring us to, among other things, destroy any affected livestock. Furthermore, an outbreak of disease could result in governmental restrictions on the import and export of our products to or from our suppliers, facilities or customers. This could also result in negative publicity that may have an adverse effect on our ability to market our products successfully and on our financial results.We are subject to risks associated with our international activities, which could negatively affect our sales to customers in foreign countries, as well as our operations and assets in such countries. In fiscal 2012, we sold products to approximately 130 countries. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Ru ssia, South Korea, Taiwan, Ukraine and Vietnam. Our sales to customers in foreign countries for fiscal 2012 totaled $5. 5 billion, of which $4. 0 billion related to export sales from the United States. In addition, we had approximately $564 million of long-lived assets located in foreign ountries, primarily Brazil, China, Mexico and India, at the end of fiscal 2012. As a result, we are subject to various risks and uncertainties relating to international sales and operations, including: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ imposition of tariffs, quotas, trade barriers and other trade protection measures imposed by foreign countries regarding the importation of poultry, beef and pork products, in addition to import or export licensing requirements imposed by various foreign countries; closing of borders by foreign countries to the import of poultry, beef and pork products due to animal disease or other perceived health or safety issues; impact of cur rency exchange rate fluctuations between the U. S. ollar and foreign currencies, particularly the Brazilian real, the British pound sterling, the Canadian dollar, the Chinese renminbi, the European euro, and the Mexican peso; political and economic conditions; difficulties and costs associated in complying with, and enforcement of remedies under, a wide variety of complex domestic and international laws, treaties and regulations, including, without limitation, the United States’ Foreign Corrupt Practices Act and economic and trade sanctions enforced by the United States Department of the Treasury’s Office of Foreign Assets Control; different regulatory structures and unexpected changes in regulatory environments; tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and incremental taxes upon repatriation; potentially negative consequences from changes in tax laws; and distribution costs, disruptions in shippi ng or reduced availability of freight transportation. 8 Negative consequences relating to these risks and uncertainties could jeopardize or limit our ability to transact business in one or more of those markets where we operate or in other developing markets and could adversely affect our financial results. We depend on the availability of, and good relations with, our employees. We have approximately 115,000 employees, approximately 37,000 of whom are covered by collective bargaining agreements or are members of labor unions. Our operations depend on the availability and relative costs of labor and maintaining good relations with employees and the labor unions.If we fail to maintain good relations with our employees or with the labor unions, we may experience labor strikes or work stoppages, which could adversely affect our financial results. We depend on contract growers and independent producers to supply us with livestock. We contract primarily with independent contract growers to raise the live chickens processed in our poultry operations. A majority of our cattle and hogs are purchased from independent producers who sell livestock to us under marketing contracts or on the open market. If we do not attract and maintain contracts with growers or maintain marketing and purchasing relationships with independent producers, our production operations could be negatively affected. If our products become contaminated, we may be subject to product liability claims and product recalls.Our products may be subject to contamination by disease-producing organisms or pathogens, such as Listeria monocytogenes, Salmonella and E. coli. These organisms and pathogens are found generally in the environment; therefore, there is a risk that one or more, as a result of food processing, could be present in our products. These organisms and pathogens also can be introduced to our products as a result of improper handling at the further processing, foodservice or consumer level. Th ese risks may be controlled, but may not be eliminated, by adherence to good manufacturing practices and finished product testing. We have little, if any, control over handling procedures once our products have been shipped for distribution.Even an inadvertent shipment of contaminated products may be a violation of law and may lead to increased risk of exposure to product liability claims, product recalls (which may not entirely mitigate the risk of product liability claims), increased scrutiny and penalties, including injunctive relief and plant closings, by federal and state regulatory agencies, and adverse publicity, which could exacerbate the associated negative consumer reaction. Any of these occurrences may have an adverse effect on our financial results. Our operations are subject to general risks of litigation. We are involved on an on-going basis in litigation arising in the ordinary course of business or otherwise. Trends in litigation may include class actions involving c onsumers, shareholders, employees or injured persons, and claims relating to commercial, labor, employment, antitrust, securities or environmental matters.Litigation trends and the outcome of litigation cannot be predicted with certainty and adverse litigation trends and outcomes could adversely affect our financial results. Our level of indebtedness and the terms of our indebtedness could negatively impact our business and liquidity position. Our indebtedness, including borrowings under our revolving credit facility, may increase from time to time for various reasons, including fluctuations in operating results, working capital needs, capital expenditures and possible acquisitions, joint ventures or other significant initiatives. Our consolidated indebtedness level could adversely affect our business because: †¢ †¢ †¢ †¢ †¢ t may limit or impair our ability to obtain financing in the future; our credit ratings (or any decrease to our credit ratings) could r estrict or impede our ability to access capital markets at desired interest rates and increase our borrowing costs; it may reduce our flexibility to respond to changing business and economic conditions or to take advantage of business opportunities that may arise; a portion of our cash flow from operations must be dedicated to interest payments on our indebtedness and is not available for other purposes; and it may restrict our ability to pay dividends. Our revolving credit facility contains affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens and encumbrances; incur debt; merge, dissolve, liquidate or consolidate; dispose of or transfer assets; change the nature of our business; engage in certain transactions with affiliates; and enter into sale/leaseback or hedging transactions, in each case, subject to certain qualifications and exceptions.In addition, we are required to maintain minimum interest expense coverage and maxi mum debt to capitalization ratios. Our 4. 50% Senior notes due June 2022 also contain affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens; engage in certain sale/leaseback transactions; and engage in certain consolidations, mergers and sales of assets. 9 An impairment in the carrying value of goodwill could negatively impact our consolidated results of operations and net worth. Goodwill is initially recorded at fair value and is not amortized, but is reviewed for impairment at least annually or more frequently if impairment indicators are present.In assessing the carrying value of goodwill, we make estimates and assumptions about sales, operating margins, growth rates and discount rates based on budgets, business plans, economic projections, anticipated future cash flows and marketplace data. There are inherent uncertainties related to these factors and management’s judgment in applying these factors. Goodwill valuat ions have been calculated principally using an income approach based on the present value of future cash flows of each reporting unit and are believed to reflect market participant views which would exist in an exit transaction. Under the income approach, we are required to make various judgmental assumptions about appropriate discount rates.Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things, cause us to increase the discount rate used in the goodwill valuations. We could be required to evaluate the recoverability of goodwill prior to the annual assessment if we experience disruptions to the business, unexpected significant declines in operating results, divestiture of a significant component of our business or sustained market capitalization declines. These types of events and the resulting analyses could result in goodwill impairment charges in the future, which could be substantial. As of September 29, 2012 , we had $1. 9 billion of goodwill, which represented approximately 16% of total assets. Domestic and international government regulations could impose material costs.Our operations are subject to extensive federal, state and foreign laws and regulations by authorities that oversee food safety standards and processing, packaging, storage, distribution, advertising, labeling and export of our products. Our facilities for processing chicken, beef, pork, prepared foods and milling feed and for housing live chickens and swine are subject to a variety of international, federal, state and local laws relating to the protection of the environment, including provisions relating to the discharge of materials into the environment, and to the health and safety of our employees. Our domestic chicken, beef and pork processing facilities are participants in the HACCP program and are subject to the Public Health Security and Bioterrorism Preparedness and Response Act of 2002.In addition, our produc ts are subject to inspection prior to distribution, primarily by the USDA and the FDA. Also, our livestock procurement and poultry growout activities are regulated by the Grain Inspection, Packers and Stockyards Administration, which is part of USDA’s Marketing and Regulatory Programs. Loss of or failure to obtain necessary permits and registrations could delay or prevent us from meeting current product demand, introducing new products, building new facilities or acquiring new businesses and could adversely affect operating results. Additionally, we are routinely subject to new or modified laws, regulations and accounting standards.If we are found to be out of compliance with applicable laws and regulations in these or other areas, we could be subject to civil remedies, including fines, injunctions, recalls or asset seizures, as well as potential criminal sanctions, any of which could have an adverse effect on our financial results. A material acquisition, joint venture or ot her significant initiative could affect our operations and financial condition. We periodically evaluate potential acquisitions, joint ventures and other initiatives (collectively, â€Å"transactions†), and we may seek to expand our business through the acquisition of companies, processing plants, technologies, products and services, which could include material transactions.A material transaction may involve a number of risks, including: †¢ †¢ †¢ †¢ †¢ failure to realize the anticipated benefits of the transaction; difficulty integrating acquired businesses, technologies, operations and personnel with our existing business; diversion of management attention in connection with negotiating transactions and integrating the businesses acquired; exposure to unforeseen or undisclosed liabilities of acquired companies; and the need to obtain additional debt or equity financing for any transaction. We may not be able to address these risks and successfully d evelop these acquired companies or businesses into profitable units. If we are unable to do this, such expansion could adversely affect our financial results.Market fluctuations could negatively impact our operating results as we hedge certain transactions. Our business is exposed to fluctuating market conditions. We use derivative financial instruments to reduce our exposure to various market risks including changes in commodity prices, interest rates and foreign exchange rates. We hold certain positions, primarily in grain and livestock futures, that do not qualify as hedges for financial reporting purposes. These positions are marked to fair value, and the unrealized gains and losses are reported in earnings at each reporting date. Therefore, losses on these contracts will adversely affect our reported operating results.While these contracts reduce our exposure to changes in prices for commodity products, the use of such instruments may ultimately limit our ability to benefit fro m favorable commodity prices. Deterioration of economic conditions could negatively impact our business. Our business may be adversely affected by changes in economic conditions, including inflation, interest rates, access to capital markets, consumer spending rates, energy availability and costs (including fuel surcharges) and the effects of governmental initiatives to manage economic conditions. Any such changes could adversely affect the demand for our products, or the cost and availability of our needed raw materials, cooking ingredients and packaging materials, thereby negatively affecting our financial results. 10Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things: †¢ †¢ †¢ †¢ †¢ †¢ †¢ make it more difficult or costly for us to obtain financing for our operations or investments or to refinance our debt in the future; cause our lenders to depart from prior credit industry practice and make more difficult or expensive the granting of any amendment of, or waivers under, our credit agreement to the extent we may seek them in the future; impair the financial condition of some of our customers and suppliers thereby increasing customer bad debts or nonperformance by suppliers; negatively impact global demand for protein products, which could result in a reduction of sales, operating ncome and cash flows; decrease the value of our investments in equity and debt securities, including our marketable debt securities, company-owned life insurance and pension and other postretirement plan assets; negatively impact our commodity purchasing activities if we are required to record losses related to derivative financial instruments; or impair the financial viability of our insurers. Changes in consumer preference could negatively impact our business. The food industry in general is subject to changing consumer trends, demands and preferences. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced demand and price reductions for our products, and could have an adverse effect on our financial results. The loss of one or more of our largest customers could negatively impact our business.Our business could suffer significant setbacks in sales and operating income if our customers’ plans and/or markets change significantly or if we lost one or more of our largest customers, including, for example, Wal-Mart Stores, Inc. , which accounted for 13. 8% of our sales in fiscal 2012. Many of our agreements with our customers are short-term, primarily due to the nature of our products, industry practice and the fluctuation in demand and price for our products. The consolidation of customers could negatively impact our business. Our customers, such as supermarkets, warehouse clubs and food distributors, have consolidated in recent years, and consolidation i s expected to continue throughout the United States and in other major markets.These consolidations have produced large, sophisticated customers with increased buying power who are more capable of operating with reduced inventories, opposing price increases, and demanding lower pricing, increased promotional programs and specifically tailored products. These customers also may use shelf space currently used for our products for their own private label products. Because of these trends, our volume growth could slow or we may need to lower prices or increase promotional spending for our products, any of which would adversely affect our financial results. Extreme factors or forces beyond our control could negatively impact our business.Natural disasters, fire, bioterrorism, pandemic or extreme weather, including droughts, floods, excessive cold or heat, hurricanes or other storms, could impair the health or growth of livestock or interfere with our operations due to power outages, fuel shortages, damage to our production and processing facilities or disruption of transportation channels, among other things. Any of these factors, as well as disruptions in our information systems, could have an adverse effect on our financial results. Media campaigns related to food production present risks. Media outlets, including new social media platforms, provide the opportunity for individuals or organizations to publicize inappropriate or inaccurate stories or perceptions about our Company or the food production industry.Such practices have the ability to cause damage to our brands, the industry generally, or consumers' perceptions of our Company or the food production industry and may result in negative publicity and adversely affect our financial results. Our renewable energy ventures and other initiatives might not be successful. We have been exploring ways to convert animal fats and other by-products from our operations into value-added products. For example, our joint v enture Dynamic Fuels produces renewable synthetic fuels. We will continue to explore other ways to commercialize opportunities outside our core business, such as renewable energy and other technologically-advanced platforms.These initiatives might not be as financially successful as we initially announced or might expect due to factors that include, but are not limited to, availability of tax credits, competing energy prices, failure to operate at the volumes anticipated, abilities of our joint venture partners and our limited experience in some of these new areas. 11 Tyson Limited Partnership can exercise significant control. As of September 29, 2012, Tyson Limited Partnership (the TLP) owns 99. 977% of the outstanding shares of the Company's Class B Common Stock, $0. 10 par value (Class B stock) and the TLP and members of the Tyson family own, in the aggregate, 2. 53% of the outstanding shares of the Company's Class A Common Stock, $0. 10 par value (Class A stock), giving them, co llectively, control of approximately 71. 2% of the total voting power of the Company's outstanding voting stock. At this time, the TLP does not have a managing general partner, as such, the management rights of the managing general partner may be exercised by a majority of the percentage interests of the general partners. As of September 29, 2012, Mr. John Tyson, Chairman of the Board of Directors, has 33. 33% of the general partner percentage interests, and Ms. Barbara Tyson, a director of the Company, has 11. 115% general partner percentage interests (the remaining general partnership interests are held by the Tyson Partnership Interest Trust (44. 44%) and Harry C. Erwin, III (11. 15%)). As a result of these holdings, positions and directorships, the partners in the TLP have the ability to exert substantial influence or actual control over our management and affairs and over substantially all matters requiring action by our stockholders, including amendments to our restated certif icate of incorporation and by-laws, the election and removal of directors, any proposed merger, consolidation or sale of all or substantially all of our assets and other corporate transactions. This concentration of ownership may also delay or prevent a change in control otherwise favored by our other stockholders and could depress our stock price.Additionally, as a result of the Tyson family’s significant ownership of our outstanding voting stock, we are eligible for â€Å"controlled company† exemptions from certain corporate governance requirements of the New York Stock Exchange. ITEM 1B. UNRESOLVED STAFF COMMENTS None ITEM 2. PROPERTIES We have production and distribution operations in the following states: Alabama, Arkansas, Georgia, Illinois, Indiana, Iowa, Kansas, Kentucky, Mississippi, Missouri, Nebraska, New Mexico, New York, North Carolina, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and Wisconsin. We also have sales offices throughout the United States.Additionally, we, either directly or through our subsidiaries, have sales offices, facilities or participate in joint venture operations in Argentina, Brazil, Canada, China, the Dominican Republic, Hong Kong, India, Japan, Mexico, the Netherlands, Peru, the Philippines, Russia, South Korea, Spain, Sri Lanka, Taiwan, Thailand, the United Arab Emirates, the United Kingdom and Venezuela. Owned Chicken Segment: Processing plants Rendering plants Blending mills Feed mills Broiler hatcheries Breeder houses Broiler farm houses Beef Segment Production Facilities Pork Segment Production Facilities Prepared Foods Segment Processing Plants Distribution Centers Cold Storage Facilities 59 15 39 63 593 758 12 9 22 10 67 Number of Facilities Leased 1 — — 2 9 760 1,089 — — 1 7 14 Capacity(1) per week at September 29, 2012 47 million head 174,000 head 448,000 head 46 million pounds Total 60 15 2 41 72 1,353 1,847 12 9 23 17 81 Fiscal 2012 Aver age Capacity Utilization 88% 76% 90% 85% Chicken Processing Plants Beef Production Facilities Pork Production Facilities Prepared Foods Processing Plants (1) Capacity based on a five day week for Chicken and Prepared Foods, while Beef and Pork are based on a six day week. 12 Chicken: Chicken processing plants include various phases of slaughtering, dressing, cutting, packaging, deboning and furtherprocessing.We also have 16 pet food operations, which are part of the Chicken processing plants. The blending mills, feed mills and broiler hatcheries have sufficient capacity to meet the needs of the chicken growout operations. Beef: Beef plants include various phases of slaughtering live cattle and fabricating beef products. Some also treat and tan hides. The Beef segment includes three case-ready operations that share facilities with the Pork segment. One of the beef facilities contains a tallow refinery. Carcass facilities reduce live cattle to dressed carcass form. Processing faciliti es conduct fabricating operations to produce boxed beef and allied products.Pork: Pork plants include various phases of slaughtering live hogs and fabricating pork products and allied products. The Pork segment includes three case-ready operations that share facilities with the Beef segment. Prepared Foods: Prepared Foods plants process fresh and frozen chicken, beef, pork and other raw materials into pizza toppings, branded and processed meats, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, pizza crusts, flour and corn tortilla products and meat dishes. Our Dynamic Fuels joint venture produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010.Dynamic Fuels operates one plant with designed annual capacity of 75 million gallons. We believe our present facilities are generally adequate and suitable for our current purposes; however, seasonal fluctuations in inventories and production may occur as a reaction to market demands for certain products. We regularly engage in construction and other capital improvement projects intended to expand capacity and improve the efficiency of our processing and support facilities. We also consider the efficiencies of our operations and may from time to time consider changing the number or type of plants we operate to align with our capacity needs. ITEM 3.LEGAL PROCEEDINGS Refer to the description of certain legal proceedings pending against us under Part II, Item 8, Notes to Consolidated Financial Statements, Note 19: Commitments and Contingencies, which discussion is incorporated herein by reference. Listed below are certain additional legal proceedings involving the Company and/or its subsidiaries. On October 23, 2001, a putative class action lawsuit styled R. Lynn Thompson, et al. vs. Tyson Foods, Inc. was filed in the District Court for Mayes County, Oklahoma by three property owners on behalf of all owners of lakefront property on Grand Lake O’ the Cherokees. Simmons Foods, Inc. and Peterson Farms, Inc. also are defendants. The plaintiffs allege the defendants’ operations diminished the water quality in the lake thereby interfering with the plaintiffs’ use and enjoyment of their properties.The plaintiffs sought injunctive relief and an unspecified amount of compensatory damages, punitive damages, attorneys’ fees and costs. While the District Court certified a class, on October 4, 2005, the Court of Civil Appeals of the State of Oklahoma reversed, holding the plaintiffs’ claims were not suitable for disposition as a class action. This decision was upheld by the Oklahoma Supreme Court and the case was remanded to the District Court with instructions that the matter proceed only on behalf of the three named plaintiffs. Plaintiffs seek injunctive relief, restitution and compensatory and punitive damages in an unspecified amount in excess of $10,000.We an d the other defendants have denied liability and asserted various defenses. The defendants have requested a trial date, but the court has not yet scheduled the matter for trial. Since 2003, nine lawsuits have been brought against us and several other poultry companies by approximately 150 plaintiffs in Washington County, Arkansas Circuit Court (Green v. Tyson Foods, Inc. , et al. , Bible v. Tyson Foods, Inc. , Beal v. Tyson Foods, Inc. , et al. , McWhorter v. Tyson Foods, Inc. , et al. , McConnell v. Tyson Foods, Inc. , et al. , Carroll v. Tyson Foods, Inc. , et al. , Belew v. Tyson Foods, Inc. , et al. , Gonzalez v. Tyson Foods, Inc. , et al. , and Rasco v. Tyson Foods, Inc. , et al. alleging that the land application of poultry litter caused arsenic and pathogenic mold and fungi contamination of the air, soil and water in and around Prairie Grove, Arkansas and seeking recovery for several types of personal injuries, including several forms of cancer. On August 2, 2006, the Court g ranted summary judgment in favor of Tyson and the other poultry company defendants in the first case to go to trial, which the plaintiffs appealed, and the trial court stayed the remaining eight lawsuits pending the appeal. On May 8, 2008, the Arkansas Supreme Court reversed the summary judgment and remanded for a new trial. The remanded trial was held and the jury returned a verdict in our favor.The plaintiffs appealed this verdict to the Arkansas Supreme Court, which affirmed the verdict and denied the plaintiffs’ petition for rehearing. The second trial, originally scheduled for October 22, 2012, was canceled and no new trial date has been set. Other Matters: We currently have approximately 115,000 employees and, at any time, have various employment practices matters outstanding. In the aggregate, these matters are significant to the Company, and we devote significant resources to managing employment issues. Additionally, we are subject to other lawsuits, investigations an d claims (some of which involve substantial amounts) arising out of the conduct of our business.While the ultimate results of these matters cannot be determined, they are not expected to have a material adverse effect on our consolidated results of operations or financial position. ITEM 4. MINE SAFETY DISCLOSURES Not applicable. 13 EXECUTIVE OFFICERS OF THE COMPANY Our officers serve one year terms from the date of their election, or until their successors are appointed and qualified. No family relationships exist among these officers. The name, title, age and year of initial election to executive office of our executive officers are listed below: Name Curt T. Calaway Kenneth J. Kimbro Donnie King Dennis Leatherby James V. Lochner Donnie Smith John Tyson David L.Van Bebber Noel White Title Senior Vice President, Controller and Chief Accounting Officer Senior Vice President, Chief Human Resources Officer Senior Group Vice President, Poultry and Prepared Foods Executive Vice President and Chief Financial Officer Chief Operating Officer President and Chief Executive Officer Chairman of the Board of Directors Executive Vice President and General Counsel Senior Group Vice President, Fresh Meats Age 39 59 50 52 60 53 59 56 54 Year Elected Executive Officer 2012 2009 2009 1994 2005 2008 2011 2008 2009 Curt T. Calaway was appointed Senior Vice President, Con

Son of the Morning Star

Son of the Morning Star Analysis Evan S. Connell has a unique writing style. While most stories are told from beginning to end, Son of the Morning Star: Custer and The Little Bighorn (North Point Press, 1984) begins with the aftermath of The Battle of the Little Bighorn. It is then followed by numerous events which led up to this battle. Connell chose this non-linear writing style in order to distribute the details he finds most fascinating and interesting to share with his audience. Using the conclusion of the battle as the introduction of the narrative creates a suspenseful tone.In the beginning of the story, the setting is the battle field which The Battle of the Little Bighorn had taken place a few days earlier. Lieutenant James Bradley has led his troops to the land where they discover the corpses of which they believe are General George Armstrong Custer’s troops. Custer himself was nowhere in sight. Even after a reward was offered upon his retrieval he could not be found . The deserted battle field raised questions and the men began to imagine what had happened days prior to their arrival.The author writes, â€Å"While discussing the day’s events around a campfire most infantrymen predicted more unpleasant news†¦Ã¢â‚¬  (pg. 3) The troops discovered a woman who was present during the battle and described to them what she had witnessed. The woman’s recollection of her experience opens up the story to a chronicle of the events which happened during the battle. The reader is given details regarding to Custer’s entrance and also each opponent’s fighting style: â€Å"Instead, Reno’s men dismounted and formed a skirmish line. Then they began to retreat. They ran very fast, she said, dropping guns and cartridges.She was disgusted by the conduct of these whites, saying they must have been seized with panic worse than that which seized her own people. † (pg. 7) As the plot approaches its conclusion, the reader is taken back to the aftermath of the battle and receives a tale told by a Cheyenne woman named Kate Bighead. She delivered a short story about the corpses she saw laying on the battlefield, one in particular she identified as General Custer: She said two Southern Cheyenne women were at the Little Bighorn and when the fighting ended they went to the battlefield.They saw Custer. They knew him well†¦they recognized him even though his hair was short and face was dirty. (pg. 422) Although the plot of this story does not have a chronological structure, it develops a more personal connection because the characters in the story are directly speaking to the audience as they give their personal accounts on the battle. For example, it had already been said that Reno was dead; however, an outburst made by Reno himself is mentioned shortly after. â€Å"The major was swigging at a flask when DeRudio splashed by. What are you trying to do? ’ Reno asked. ‘Drown me before I am k illed? ’† (pg. 50) Evan S. Connell’s work, Son of the Morning Star is an extraordinary and captivating narrative. He has an acquiring mind and was not afraid to step away from the traditional form of writing. Behind the chaos there is meaning. The writing style presented in this story is untraditional which could possibly lose the attention of the reader; however, this was a valid decision. ? Based on its cover the reader might think that the entire story is about General Custer and his troops.Despite expectations, the audience actually catches a glimpse of both the lives of Custer as well as his opponents. The author gives the reader a little information on the background of Crazy Horse, formerly known as Curly. â€Å"Curly did not reveal this manifestation to anybody until he was sixteen and ready to become a warrior†¦Except for moccasins and breechcloth he rode naked. † (pg. 67) The author also gives the reader the opportunity to read a few journal entries about Crazy Horse. These entries come from the diary of Jesse Lee, â€Å"Saturday, Sept. th, 1877. Everything is quiet and I think will remain so. Crazy Horse’s body was brought to this agency and put on a little platform, Indian fashion, on the hill overlooking the post, not half a mile away. † (pg. 75) He also includes a background on Chief Gall as well, providing facts about his birthplace and family. For example, he writes, â€Å"He was not a hereditary chief. The family seems to have been undistinguished, and because his father died at an early age the boy was regarded more with sympathy than respect.So it appears that not through any legacy did he become a chieftain†¦Ã¢â‚¬  (pg. 376) Throughout the story, the audience develops an idea of the motives of the Native Americans during the battle. The reader becomes aware of what Sitting Bull was thinking: If Sitting Bull did indeed call off the attack it was not because of any affection for whites, who , he hated with abiding and impenetrable rancor, but because he understood how vindictive they could be. If all the soldiers were slaughtered the whites would insist upon another battle†¦ (pg. 6) The audience was not only given an idea of what they were thinking before the battle. The author also makes a point to include a song that the Indians wrote after they had defeated General Custer and his men, â€Å"At that time the Indians did not realized they had fought Custer†¦when they found out, they sang about him. David Humphreys Miller transcribed one such kill-song†¦Ã¢â‚¬  (pg. 54) With the erudition given in the story, the reader concludes that the Native American leaders were fully developed human beings. Connell includes information regarding Chief Crazy Horse’s smart battle technique.For example, there are quotations given from a journalist: At critical moments Crazy Horse would dismount before shooting: â€Å"He is the only Indian I ever knew who did t hat often†¦he didn’t like to start a battle unless he had it all planned out in his head and knew he was going to win. (pg. 63) Chief Gall was compared to other great leaders and his leadership skills are described by his people including Lieutenant Godfrey, â€Å"He perceived Gall as a man of tremendous character natural ability, and great common sense, a chief whose massive physiognomy reminded him of Daniel Webster. (pg. 375) The comments made about these two leaders in particular demonstrate their equality of humanity compared to Custer’s men. Not only does he give details about the lives of the Native Americans but Connell also gives insight on the lives of those who fought with General Custer. The reader is given an idea of the reputation and trial of Benteen. For example, â€Å"In this, that Major Frederick W. Benteen, Ninth Calvary when in command of the Post of Fort Du Chesne, Utah, was found drunk†¦Specifications 2nd, 3rd, 4th, 5th and 6th were id entical, only the dates changed. (pg. 34) The reader also gathers information about Major Marcus Reno regarding his leadership and his behavior thus similar to that of Benteen’s. â€Å"Reno got demerits easily, almost deliberately†¦Ã¢â‚¬  (pg. 40) He also writes, â€Å"At least it failed to mollify the exasperated colonel because Reno found himself saddled with another charge†¦Ã¢â‚¬  (pg. 45) Although a great deal of this piece is devoted to the lives and motives of the Native Americans, the author also takes time to write about Custer’s men as well.Including battle experience as well as family history, Connell captures the importance of The Battle of the Little Bighorn. Throughout the non-linear story, the reader is taken back and forth between stories about Custer’s challengers and his troops. The author’s objectivity is apparent because the reader is given the opportunity to capture the battle from both perspectives. ? Before The Battle o f the Little Bighorn, General Custer had celebrated many victories; however, this battle ended in tragedy.Unaware of what caused the downfall at Little Bighorn, many have speculated possible causes of Custer’s defeat. These possibilities include Custer’s sanity, his confidence and other stereotypes. In the story, Connell’s collection of stories told by Sioux woman and other survivors give the reader ideas of what might have been the cause of this disastrous downfall. When looking back on the battle a discussion between an Indian and General H. L. Scott reveals a possible cause of this defeat.For example, Connell writes: During subsequent conversations Feather Earring emphasized that if Custer had approached diplomatically the Indians would have gone back to the reservations†¦General Scott observed that such a method of dealing with the hostiles had not occurred to anybody. (pg. 414) Shortly after this discussion more information about Custer’s skewed communication with the Indians is unveiled. If this miscommunication had never occurred the battle would have been avoided altogether.A Sioux chief gives his recollection on the events occurring prior to the battle: He asked Custer to promise that he would not fight the Sioux. Custer promised†¦After we got through talking, he soon left the agency, and we soon heard that he was fighting the Indians and that he and all his men were killed. If Custer had given us time we would have gone out ahead of him, but he did not give us time. If we had gone out ahead of Custer he would not have lost himself not would his men have been killed. (pg. 415) The attack had been approved by his officers, however, there had been some objections.Some of his troops did not believe the plan was logical but Custer’s confidence does appear to take over his mentality. He ignores a suggestion made by Gibbon, â€Å"Custer, instead of proceeding at once into the valley of the Little Big Horn, even should the trail lead there, should continue on up the Rosebud, get closer to the mountains†¦Ã¢â‚¬  (pg. 255-256) Losing touch with reality Custer continues to explain his plan to attack, â€Å"the combined forces would count coup on Sitting Bull, Crazy Horse, Gall†¦and all the rest† (pg. 56) Custer’s plan includes a victory rather than an alternative in case of any misfortune, he left no room for the unexpected. Although Custer’s plan seemed a little unrealistic his stubbornness was not the only thing to lead to the downfall at Little Bighorn. Many troops give their comments regarding Major Reno’s choice of leadership, â€Å"several military analysts believe Reno should have stayed there instead of doing what he did. They point out that his battalion so near the village would have engaged a great many warriors, thus allowing Custer’s plan to unfold. † (pg. ) It is also mentioned that Reno had an altercation with one of the Indian s which he encountered, â€Å"Reno misunderstood a figure of speech, taking I as an insult, and threatened to shoot High Bear-who responded by drawing a knife. Another scout, invoking Custer’s name, jumped between them and managed to prevent a bloody settlement. † (pg. 10) Not only was Reno’s lack of intuition a cause of defeat but it is also possible that his belligerent temperament lead to Custer’s labefaction. After analyzing the attitudes and actions of Custer and his troops, the reader can infer many causes that led to this disastrous defeat.Based on the strategic analysts’ comments, Reno could have used better instincts when leading his men into battle. It is possible that if the major would have had stronger intuition Custer’s men would not have suffered as much as they did. The reader can conclude that there was a sense of overconfidence made not only by Major Reno but Custer as well; however, if Custer had kept his promise to Sioux the entire battle could have been avoided. Custer and his five companies certainly underestimated their Native American opponents.

Athenian View of Human Nature Essay

The course of history has shown that during times of confusion or disaster, people’s true human nature emerges. Unlike the view of Gandhi, in these moments humans behave violently and are concerned with self-interest, supporting the Athenian’s view of human motivation. In the History of the Peloponnesian War, Thucydides gives ample support of this view of human nature. Generally regarded as one of the first true historians, he wanted to view the world as it really was and firmly insisted on sticking to the facts. Thucydides subjected human nature to an extremely cold and reductive analysis, which could be regarded as pessimism, but he considered to be realism. Generally people want to maintain a positive self-concept of themselves which causes them to agree with the overly idealistic views of human nature, such as that presented by Gandhi. The Athenians held the belief that the three motives for human nature are security, honor, and self-interest, and these cause people to be inherently violent. When there is a breakdown of law and order, a state of unprecedented lawlessness occurs and during the confusion, people’s values revert to a barbaric state. Gandhi, on the other hand, believed that humans act violently as a result of a war or disaster, but that their true human nature compels them to be peaceful. In other words, humans only act violently when provoked and when it is necessary for survival. Yet, the Athenians show that people become wild and violent during times of confusion, because their true human nature is allowed to emerge. â€Å"Then, with the ordinary conventions of civilized life thrown into confusion, human nature, always ready to offend even where laws exist, showed itself proudly in its true colors, as something incapable of controlling passion, insubordinate to the idea of justice, the enemy to anything superior to itself? † (p. 245) During the Peloponnesian War, Athens was struck by the plague, which caused widespread chaos and confusion. The Athenians became indifferent to the rules of religion and law, and began openly performing acts of self-indulgence. â€Å"It was generally agreed that what was both honorable and valuable was the pleasure of the moment and everything that might conceivably contribute to that pleasure. No fear of god or law of man had a restraining influence. † (p. 155) The same kind of lawlessness occurred during the civil war in Corcyra where extreme violence took place during a period of uncertainty. Fighting and aggression were considered courageous and anyone who held violent opinions could always be trusted, while anyone who objected them became a suspect. The Athenians developed a democratic system of government that was necessary to keep order and peace among the people. The people felt that their participation in government was important in order to prevent themselves from being uncivilized and therefore barbaric. Gandhi argued that mankind shouldn’t punish each other due to the belief that no one has power over anyone else but themselves, yet it is clear that laws and punishments are elementary in containing violent human nature. Strong governments prevent people from destroying each other out of self-interest. There becomes an orderly balance provided by the strong ruling the weak. A major aspect in the Athenian view of human motivation is the notion that those in power are the stronger and naturally rule or dominate over the weak. During the debate at Sparta, the Athenians admit to exploiting their empire for their advantage and ground their actions firmly in a natural law tied to an eternal human nature. They hold the belief that it is human nature to rule what one can and they are merely acting in accordance with the existing law. â€Å"It has always been a rule that the weak should be subject to the strong; and besides, we consider that we are worthy of our power. † (p. 80) Violence and survival are the laws of nature and although humans have found a way to manipulate their surroundings those basic instincts exist in all humans on a fundamental level. It makes the most sense to live peacefully in society, which is why people generally obey laws, but that does not mean that humans are inherently good. In the end, people are naturally disposed to do wrong and no amount of laws of punishments will prevent it. â€Å"In a word it is impossible? for human nature, when once seriously set upon a certain course, to be prevented from following that course by the force of law or by any other means of intimidation. † (p. 221).

Cognitive orientation to learning Essay

While the behavioural orientation dwelt on the environment, the cognitive one looked at the learner’s mental process; it is concerned with cognition, which is the process of knowing. It recognises the importance of the environment while at the same time exploring changes in the inner cognitive organization. James Hartley (1998) identified some important principles of learning related to cognitive psychology. The principles identified are as follows: proper organisation of instruction, clear structure of instruction, use of perceptual features of the task, importance of prior knowledge of the subject, the view that differences between individuals affect learning, and use of cognitive feedback to inform the learners about their failure or success. Humanistic orientation to learning This orientation was developed in the 1970s and 80s, and concerns itself mainly with the human potential for growth. Learning is seen as a form of self actualisation, contributing to psychological health (Caffalerra, 1991). Although self-actualization is perceived as the principal goal, other goals related to other stages are also present, including accomplishment of impulses (Maslow, 1970). The best insight into the humanistic orientation to learning was done by Carl Rodgers (2003), who stressed on education with the whole person and with their experiences, intellect and feelings. Some of the important elements involved in experimental or significant learning are as follows. It involves personal involvement, it is self-initiated, pervasive, evaluated by the learner and its essence is meaning. Social orientation to learning According to this orientation, people learn by observation of others in a social setting (Merriam and Caffarella, 1991). However, observation does not allow the learners to see the outcome of the other people’s behaviour in order to have some idea of what might happen when one acts in a certain way. This orientation concentrates on attending to behaviour and rehearsing on how it might work in various situations. In this model, behaviour is as a result of the interaction of the learner with the environment. Instead of looking at learning as acquiring some forms of knowledge, this model also incorporates social relationships, which are situations of joint participation. According to Tenant (1977), this model has the advantage of paying attention to the need of understanding knowledge and learning in context. The model is limited by the fact that learning that is unrelated to the life situation or context. Moreover, situations can arise where the community of practice has power relationships exhibiting participation and entry (Wenger, 1999). Part Two Learning and development supports and enhances organisational development Any form of learning, training and development is aimed at improving the learners as well as their performance, leading to organisational development. Organisational development is not just concerned with sending people to course to get trained. On the contrary, it is about encouraging people to examine and challenge any assumptions acting as a filter for learning. Learning is usually motivated by the need to arrive at solutions to problems, whether one wants to move away from a particular state; such as conflict, lack of team collaboration and lack of skill, or wants to achieve greater satisfaction personally or within an organisational setting. Learning has been described by organisations as the only competitive advantage that any organisation may have, since it responds to the ever unpredictable and dynamic business environment. Learning in organisations enables the organisations to make proper use of the immense mental capacity of its members, creating the type of process needed to improve it (Dixon, 1994). An organization that encourages its members to learn eventually ends up improving and transforming itself for the better. Moreover, organisations where their members continuously expand their capacity in creating the outcomes they really desire, where fresh and wider thinking patterns are nurtured; where joint aspirations are set free and people learn together develop greatly. For an organization to have sustainable development, it must be adaptive to its external environment, continually enhance its capacity to adapt, develop individual and joint learning, and use learning to attain even better results. The learning organisation There is a growing interest in organizations to develop a learning culture within themselves in order to improve their existing products and services and for innovation purposes. This has led to a number of initiatives such as Total Quality Management, TQM and Business Process Reengineering, BPR. Companies have come to the realisation that their success or failure greatly depends on human factors such as organisational culture, attitudes and skills. It also appears that the implementation of organizational programs is geared to highly specified procedures that are defined for foreseen situations. These organisations have further recognised that any initiatives do not usually work by themselves and something extra is required. This is in order to cope with quick and unanticipated changes where existing programmed responses are not adequate in order to provide the necessary flexibility to deal with dynamically changing conditions, and allow top management to respond with initiatives based on customer needs as opposed to being limited by business processes established for different situations. Organisations have increasingly had to among other things develop capacities for the fast-paced innovation to develop capacity and learn to appreciate change. As the competitive atmosphere becomes increasingly variegate and complex, these organisations have seen the need for greater genetic variety; a wider variety of managerial thinking, and a more enhanced repertoire of management actions. Top and successful organisations have reached such heights by organising around people and honouring the need to recognition, lifelong learning, challenge, something to believe in and a feeling of control. With the pace of change ever getting faster, organisations have seen the need for developing mechanisms to help in innovation and continuous learning better than ever before (Dixon, 1994). Learning in an organisation is about development of higher levels of skills and knowledge as opposed to more training, and is classified into four levels. The first level involves learning of facts, procedures, processes and knowledge and mostly applies to known situations that have very minor changes. The second level entails learning new job skills that can be transferred to other situations (Easterby-Smith et al, 1999). This is often applicable to situations whose existing responses need changing. Outside experts can be very useful at this stage since they bring in fresh expertise and skills that may have been lacking initially (Dixon, 1994). The third level is all about learning to adapt, and is often applicable to more dynamic circumstances where solutions need development. Here, the mode of learning is experimenting and deriving lessons from past failures and successes (Easterby-Smith et al, 1999). Finally, the fourth level is learning to learn, which involves creativity and innovation; design of the future as opposed to just adapting to it. Here, knowledge is reframed and all assumptions challenged. Additionally, the model is applicable at various levels that include learning of individuals, organisations and teams. Organisations achieving learning level four will not only reinvent their organization but also their entire industry (Easterby-Smith et al, 1999). Conclusion Learning greatly helps in improving both individual and organizational innovativeness and efficiency. There are numerous learning models applicable to various situations, all of which have their unique advantages and disadvantages. The adoption of a particular learning model entirely depends on the prevailing conditions. Organisations are striving to continually improve their performance as well as the quality of their products and services. From the analysis above, it is evident that indeed learning and development supports and enhances organisational development. References Bruner, J (1977) The Process of Education, Harvard University Press, CambridgeDixon, N (1994) The Organizational Learning Cycle, McGraw-Hill Easterby-Smith, M et al (1999) Organizational Learning and the Learning Organization-Developments in Theory and Practice, Sage Hartley, J (1998) Learning and Studying-A research perspective, Routledge, London Maslow, A (1970) Motivation and Personality 2nd edition, Harper and Row, New York Merriam, S and Caffarella (1998) Learning in Adulthood, A comprehensive guide, Jossey-Bass, San Francisco Rogers, C and Freiberg, H (2003) Freedom to Learn, Merrill, New York