Discuss How the Passage Contributes to the Portrayl of Faustus as a Tragic Hero Essay Example for Free

Discuss How the Passage Contributes to the Portrayl of Faustus as a Tragic Hero Essay Discuss how the passage contributes to the portrayal of Faustus as a tragic hero, paying particular attention to Marlowe’s use of language. Marlowe uses language in the passage from Act Five, Scene One to portray Faustus as a tragic hero, his use of the techniques; enjambment, metaphors and rhythm show this portray. Marlowe uses enjambement to show Faustus as a tragic hero because he now regrets his choice to sell his soul this is shown in line 86-87, ‘whose sweet embracing may extinguish clean these thoughts that do dissuade me from my vow’ although Marlowe has written these as an attempt to blackmail Mephistopheles, the use of enjambement makes the line sound rushed which makes it sound more like a desperate plea thus showing how much Faustus regrets his decision, since this is near the end of the play this is suggesting that Faustus fears eternal suffering rather than actual remorse. Faustus asks for Helen to come to him to be his ‘paramour’ this suggests that Faustus is using his sexual desire in order to ‘shut out the truth that he cannot face’ again showing his fears of eternal suffering this shows Faustus as a tragic hero because he now regrets selling his soul to Lucifer and he can do nothing to stop his fate. Marlowe uses metaphors in order to show Faustus as a tragic hero as he shows Faustus’s desire to win back his soul even though he will not prevail. In line 95, ‘her lips suck forth my soul. See where it flies! shows Faustus desire to be free as flying is used as a connotation for freedom however the line also foreshadows the ending of the play as he is dragged in to hell, showing that Faustus is a tragic hero as he desires control over his soul again but will not be triumphant. The line 102-103 ‘yea I will wound Achilles in the heel and then return to Helen for a kiss’ is a metaphor used to show Faust us’s desire to win in the battle with Lucifer. Marlowe uses Achilles who had one weakness to show Faustus’s struggle and his desire to regain control of his soul in order to avoid eternal suffering thus depicting Faustus as a tragic hero. Marlowe uses rhythm of the play to show how quickly Faustus’s fate approaches him. In lines 98-99 Marlowe uses the image of a fast paced war to show Faustus will not win the battle for his soul ‘I will be Paris, and for love thee instead of Troy shall Wittenberg be sacked’ Faustus compares himself to Paris who was defeated in the battle of Troy, this foreshadows the ending of the play as it is Faustus who loses the battle for his conscience as it is now too late to repent. Marlowe also uses enjambement in this line to show the fast paced rhythm the way one line tumbles into the next shows time speeding up showing Faustus as a tragic hero. Marlowe uses certain techniques in language in order to portray Faustus as a tragic hero as he cannot change his fate even though he wishes to through enjambement, metaphors and rhythm.

Isolation of Sarracenin from Root Barks of Strychnos Spinosa

Isolation of Sarracenin from Root Barks of Strychnos Spinosa On isolation of Sarracenin from Root barks of Strychnos spinosa and its Antimicrobial Properties. A known iridoid, Sarracenin, was isolated from the root bark of Strychnos spinosa. Its structure was elucidated by 1D and 2D-NMR experiments, and comparison with reported data. This is the first time it has been isolated from this species. The compound showed significant antimicrobial activities against Staphylococcus aureus, Streptococcus pyogenes, Shigella dysenteriae, Klebsiella pneumonia, Candida albicans Candida tropicalis, Candida thrusei, and Candida stellatoidea, respectively. The genus Strychnos (Loganiaceae), consist of about 75 accepted species found throughout the tropics and subtropical Africa [1]. Strychnos spinosa is commonly known as Kaffir orange, Spiny monkey orange or Natal orange. It is utilized variously in African traditional medicine for ailments such as dropsy, earache, snakebite, fever, elephantiasis, fever epilepsy and rheumatism [2]. The isolation and structural elucidation of the iridoid sarracenin from the root bark of this plant and its antimicrobial activity against Staphylococcus aureus, Streptococcus pyogenes, Shigella dysenteriae, Klebsiella pneumonia, Candida albicans Candida tropicalis, Candida thrusei, and Candida stellatoidea, respectively, is hereby reported. Results and Discussion. The compound was obtained as fine, transparent, needle shaped crystals. It was determined as Sarracenin using 1D and 2D-NMR experiments, and comparison with reported data [3, 4, 5]. Some revisions to reported chemical shift assignments [3, 4] based on our DEPTq135, H, H-COSY, HMBC, HSQC and NOESY data are suggested. Table 1.1HNMR Data of Sarracenin in CDCl3 (ÃŽ ´ in ppm, J in Hz) based on fig. 1A DEPT spectra: DEPTq 135 spectrum gave the proton chemical shifts 166.77 (quaternary or methylene), 150.08 (methine or methyl), 112.32 (quaternary or methylene), 91.68 (methine or methyl), 88.13 (methine or methyl), 68.99 (methine or methyl), 51.42 (methine or methyl), 35.06 (quaternary or methylene), 32.26 (methine or methyl), 22.06 (methine or methyl), 18.70 (methine or methyl). The conclusion by Miles et al, [3] that signals at 35.1 and 22.1 are due to methine (C-5) and methylene (C-6), respectively, does not agree with our results; otherwise, we agree with their 13 C conclusions. Similarly, Wang et al, [4] report of chemical shifts at 91.7 as quaternary, 112.3 as methine, 18.7 as quaternary and 166.8 as methyl (Table 2.) is at variance with their justifications on HMQC and HMBC data. In addition, Wang et al, [4] reports 1HNMR (400 MHz, CDCl3) ÃŽ ´ 5.78 (d, J = 1.6 Hz), 1.34 (d, J = 6.5Hz, 3 H) as signals for protons at C-1 and C- 10, respectively; no protons are located at those positions (Figure 1A). It would seem a different numbering scheme was used, however, two different numberings were considered (Figures 1A 1B) neither agreed completely with Wang et al, [4]. Those assignments would appear to have distorted conclusions on 1H, 1H-COSY, HMBC and HMQC data (Tables 1 2). 1HNMR (400 MHz, CDCl3) ÃŽ ´ 7.46 (s, 1H), 5.79 (t, J = 1.9 Hz, 1H), 4.99 (dd, J = 3.5, 0.8 Hz, 1H), 4.22 (q, J = 6.5 Hz, 1H), 2.98 (ddt, J = 10.7, 4.0, 1.9 Hz, 1H), 2.44 – 2.31 (m, 1H), 1.68 (dddd, J = 10.0, 5.3, 2.9, 1.0 Hz, 2H), 1.35 (d, J = 6.5 Hz, 3H). Table 2.13C-NMR Data of Sarracenin in CDCl3 (ÃŽ ´ in ppm) based on fig. 1A Key * = Major areas with observed variation. It was noted that the compound contained 11 signals using13C-NMR and DEPT spectra, including two Me, one CH2, six CH, and two quaternary carbons. Analysis of overall NMR spectroscopic data revealed the signals at 1 2 E Figure 1A. Numbering of Sarracenin as by Miles et al, [3] and present work, B: Numbering as on www.chemspider.com[6] C: Important HMBC correlations, D: Important NOESY correlations, E: Important 1H-1HCOSY correlations. 1HNMR (400 MHz, CDCl3, TMS)ÃŽ ´7.46 (s, 1 H), 5.79 (t, J = 1.9, 1 H), 4.99 (dd, J = 3.5, 0.8, 1 H), 4.22 (q, J = 6.5, 1 H), 3.76 (s, 3 H), 2.98 (ddt, J = 10.7, 4.0, 1.9, 1 H), 2.37, 1.68 (m, dddd, J = 10.0, 5.3, 2.9, 1.0, 2 H), 1.35 (d, J = 6.5, 3 H); 13CNMR and DEPT (100 MHz, CDCl3, TMS) 166.77 (ester C=O), 150.08 (olefinicCH), 112.32 (olefinic quaternary carbon), 91.68 (CH), 88.13 (CH), 68.99 (CH), 51.42 (ester OCH3), 35.06 (methylene), 32.26 (CH), 22.06 (allylic CH), 18.70 (CH3) Antimicrobial activity The antimicrobial activities of sarracenin were assayed against some pathogenic microbes obtained from the Department of Medical Microbiology A.B.U. Teaching Hospital, Zaria, Nigeria. The compound showed significant antibacterial and antifungal activities against Staphylococcus aureus, Streptococcus pyogenes, Escherichia coli, Salmonella typhi, Shigella dysenteriae, Pseudomonas aeroginosa, Klebsiella pnuemoniae, Candida tropicalis and Candida stellatoidea (Table 3.). This points sarracenin out as a major medicinal principle of Strychnos spinosa and lends justification to its use in traditional medicine. Experimental Collection of Plant Material The root bark of Strychnos spinosa was collected from Katsina-Ala, Benue State, Nigeria, in August, 2013. The bark was air-dried and their size reduced with the aid of a wooden mortar and pestle. Extraction and Isolation The ground material (750 g) was macerated for 72 hours using 500 mL each of hexane, chloroform, ethyl acetate and methanol. Preliminary antimicrobial screening revealed the ethyl acetate extract to be most active against test microbes. Thus the ethyl acetate extract (10 g) was separated by Vacuum liquid chromatography. A very gentle gradient elution was used from hexane through to ethyl acetate. Thirty fractions (25 ml each) were collected and allowed to evaporate to approximately half their initial volumes. Fine needles were observed in fractions 20-25. These were monitored by TLC on ethyl acetate- methanol (1:1) solvent system and plates visualized using iodine vapour. The combined needles (221 mg) were further purified using SephadexLH20 with methanol-ethyl acetate ratio (1:1) as solvent. 1HNMR, 13CNMR and 2DNMR experiments were carried out on the purified compound using 30 mg. Its melting point was 123 – 1240C determined using Electro thermal IA 9300 (Gallenkhamp capillary melting point apparatus with a thermometer). Antimicrobial Assay The compound (0.01 mg) was weighed and dissolved in DMSO (10 mL) to obtain a concentration of 10 Â µg/mL (This would subsequently be used to determine the antimicrobial activities of the plant). Mueller Hinton and Sabouraud dextrose agar were used as growth media for the microbes. All the media were prepared according to the manufacturer’s instructions, sterilized at 121 oC for 15 min and were poured into sterile petri dishes, allowed to cool and solidify. Disc diffusion method was used to screen the initial crude extracts. Sterilized media were seeded with a standard inoculum (0.1 ml) of test microbe, Mueller Hinton for the bacteria and SDA for the fungi. The inoculum was spread evenly over the surface of the media using a sterile swab. A well (6 mm) was cut at the center of the inoculated medium using a standard cork-borer (6 mm diameter). Solution of the extract (0.1 mL) was introduced into each well of the inoculated medium. The inoculated media were incubated at 37 oC fo r 24 hours for bacteria and at 30 oC for 7 days for the fungi, after which plates were observed for zones of inhibition of growth. Minimum Inhibitory Concentration of the compound was determined using the broth dilution method. Minimum bactericidal concentration and minimum fungicidal concentration (MBC and MFC) were also carried out to determine whether the test microbes were killed or only inhibited. Ciprofloxacin, Fulcin and Fluconazole were used as positive controls. Table 3. Antimicrobial Activity of sarracenin Key: S = Sensitive, R = Resistant, = (No turbidity) No colony growth, Ã ° = MIC or MBC or MFC, + = (Turbid) Scanty colony growth, ++ = Moderate colony growth, +++ = Heavy colony growth References Sitrit, Y., Loison, S., Ninio R, et al. (October 2003). Characterization of monkey orange (Strychnos spinosa Lam.), a potential new crop for arid regions. J. Agric. Food Chem. 51 (21): 6256–60. De, B.B. and Bisset, N.G. (1988). Alkaloids from the leaves of strychnos wallichiana steudelEx. A. DC. Indian Drugs 26 (2): 90-91. Miles, H. D.,Kokpol, U., Bhattacharyya, J.,Atwood, J. L.,Stone, K. E.,Bryson, T. A. and Wilson, C. (1976). Structure of Sarracenin. An Unusual EnolDiacetalMonoterpene from the Insectivorous Plant Sarracenia Java.J. Am. Chem. Soc. (6) 1570 Wang, Y., Wei, Q., Yang, L., and Liu, Z. (2003). Iridoid Glucosides from Chinese Herb Lonicerachrysathaand their antitumor activity. J. Chem. Research (S) 676-677 Yang, X., Li, E., Zhang, Q., Yuan, C., and Jia, Z. (2006). Five New Iridoids from Patrinarupestris. Helv. Chim. Acta. (3) 762-770 http://www.chemspider.com

Understand the background to organizational strategic change

Understand the background to organizational strategic change LO 1 Understand the background to organisational strategic change I. John P Kotters eight steps to successful change; Harvard-Professor Kotter, studying the process of organizational change for over three decades. While any change can be successfully implemented or otherwise be a failure. Kotter worked out an 8-step model. The first four steps here focus on de-freezing the organization; the next three make the change happen; and the last step re-freezes the organization with a new culture (Leading Change by John P. Kotter). The change management guru also mentions that when someone people need to make big changes significantly and effectively, he says that this goes best if the 8 steps happen in order. They have been summarised as below: Create Urgency One needs to create and imbibe an increased sense of urgency. This motivates people to make a move, make real and relevant objectives. Form Team A strong and able guiding team needs to be built. Remembering to get the right people in place for the right job as commitment, and various levels of skill sets need to be matched. Create Vision The team establishes a vision and strategy required to deliver quality service and efficiency. Communicate Vision Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. As the vision competes with various day to day organizational tasks one needs to communicate it frequently and powerfully, and embed it within everything. One should also lead by example. Remove Obstacles At this stage one has to put in place a structure for imminent change. Empower leaders removing any hierarchical obstacles, enabling healthy feedback and enough support from all stakeholders. Create short-term wins Create and set short-term targets that are easy to achieve. Manage the number of initiatives and finish running stages before starting new ones. Consolidate Improvements Consolidate and encourage determination and persistence for ongoing change. Highlight achievements; reward progress; and set future goals. Instil new projects and themes. Make it Culture One has to weave change into the corporate culture. Reinforce and institutionalise the value of successful change via recruitment, promotion. At this step one has to create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. It has been accepted the world over that change is inevitable. A change can be small restricted to a single or more processes, or even for that matter a system-wide change. Under Kotters theory create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. Such a documented and methodical process can help make the change part of ones organizational culture. II. McKinseys 7S (strategy) framework; Two consultants working at consulting firm McKinsey, in the early 1980s, Tom Peters and Robert Waterman developed this model. It says that, in order to ensure that all parts of the organization work as a single unit, there are seven internal aspects. (Ethan M. Rasiel, Paul N. Friga The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques.) The seven independent factors could be categorized as Hard Elements: Strategy, Structure and Systems; these are relatively easy to identify. Soft Elements are Shared Values, Style, Staff and Skills, which are more difficult to identify and influence. These are less tangible and more of the cultural aspect.(In Search of Excellence) Shared values: This interconnecting centre of the model mentions the central beliefs and attitudes of the organization. Strategy: Plans for resource allocation to attain identified goals. Need to look at factors like environment, competition and customers. Structure: The way the firms units relate to each other: centralized or decentralized, matrix, network, holding, etc. System: The procedures, processes and routines that say how to perform day to day work: financial systems, hiring performance appraisal; information systems. Staff: Numbers and the type of personnel required for the organization. Style: Cultural style of the business leaders. Skill: Skill sets and capabilities of the firms personnel as a whole. These can be applied to a team or a project. It should be noted that alignment issues do apply, regardless of how the scope is defined. For example this strategy helps to: align processes and departments amidst mergers or acquisitions. improve company performance. determine the best possible way to implement the proposed strategy. scrutinize the likely effects of imminent changes internally. Whatever be the type of change, this model can be used to understand how the organizational machinery is inter-related, ensuring that the broader effect of changes made in one area are considered. The 7S model helps analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. Its then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. III. Burke-Litwins causal change model; Burke Litwins Causal Model of Organizational Performance and Change, enumerates how performance is affected by internal and external factors. Its framework gauges organizational and environmental factors key to bring in a successful change. It also reveals how these factors can be linked causally to achieve a change in performance. Interestingly it incorporates all the variables in the 7S model adding 5 of its own, describing organisational variables and the relationship between them. Each of the variables interact and a change in any one of them can eventually impact others. This helps in understanding how organisations perform, and how they can be changed. The causal model links what could be understood from practice to what is known from research and theory. The model not only discusses how different dimensions link with each other but also discusses how external environment affects the different dimensions in organization. The model focuses on providing a guide for both organizational diagnosis and planned, managed organization change, one that clearly shows cause-and-effect relationships. Understanding assessing the complexity of organizational change Most organizational change is driven by environmental impact Boxes indicate primary variables affecting organizational performance Arrows indicate critical linkages A change in any variable will affect every other variable Higher level variables have greater weight in effecting organizational change (A causal model of organizational performance and change, W. Warner Burke George H. Litwin, Journal of Management, 1992, vol. 18.) The model outlines that, important elements of organisational success, such as mission strategy, leadership organisational culture, are often forced by changes that finds its source outside of the firm. The change manager has to identify these external changes and understand the implications for him/her and the entire team. The model also distinguishes between transformational and transactional organizational dynamics. IV. David Gleichers change formulae Richard Beckhard and David Gleicher created the Formula for Change. It was later refined by Kathie Dannemiller. This formula, like other theories devised to manage change, provides a model to assess the relative strengths affecting the likely success or otherwise of the programs implemented to bring in change. Change = (Dissatisfaction)(Vision)(First Steps) > Resistance C= D x V x F > R Three factors must be present for meaningful organizational change to take place. These factors are: D = Dissatisfaction with how things are now; V = Vision of what is possible (tangible and concrete); F = First, concrete steps that can be taken towards the vision; If the product of these three factors is greater than R = Resistance, then only is change possible. If not, the system would be not capable of overcoming the resistance. It is essential to include planned tactical thinking, and authority to create vision and identify those crucial, early steps towards ensuring a successful change. The models applications could be before change or during the process of change. When planning a major change, planning teams see to it that all the three elements are built in. During the change, the formula is used to trouble-shoot people resisting change finding out the reasons to any resistance. Being different from earlier management theories, such as F.W. Taylors scientific management approach, this approach advocates employee involvement in change, and the use of the internal or external consultants to manage reactions to change. In modern organizations, employees are taking cognizance of the bigger role of the management and realizing their own role and involvement in the organizational success. Employers are now showing more trust in them. The two roles are, now, not mutually exclusive. M1. Since the General Election in May 2010, the UK Prime Minister has announced a handful of changes to a number of government tools and systems. One of the most urgent task facing the country is to wriggle out of the record debt situation and attain better financial position. This requires reforms to the structure of government, including ensuring that the government has the best machinery possible to deliver efficiencies. Restructuring the Civil Services departments was one such thing. Context and rationale The Governments rationale was to ensure that its public machinerys running costs are tightly managed, benefits are delivered and that any changes represent value for money. The change has been made in order to support him in carrying out his Ministerial responsibilities. David Gleichers change formulae could be used to push further the need for change. It has been generally accepted that the British public has various levels of (D) dissatisfaction with how things are now and they would like change. The top priority and need for them is change from the present situation. This brought in a change of guard at the highest level of governance. Overview The people in-charge envisioned a plan to usher in the required objectives. Possible (V) vision both tangible and concrete are drawn and the (F) first, concrete steps that can be taken towards the vision were implemented. As, in the formula, the product of the above factors is greater than (R) resistance, change was possible. Signs of the new government and the changes brought in are highly visible: departments renamed; websites reset to year zero; and advisers appointed at the order of the coalitions new ministers. The appointment of special advisers to the new cabinet ministers also revealed a subtle shift in the spin operation Camerons government will run. The majority have been taken from the ranks of policy advisors, as opposed to press officers, and some ministers have been told they can only have one special advisor instead of the usual two. Ministers also have a team of civil servant press officers within their departments. Q1.3 Briefly explain any four out of the following strategic intervention techniques in organization change management; I. Autocratic versus participative style In an autocratic style of leadership is one where a single person holds unlimited power or authority. In such a system the team members are not encouraged and cannot put forward their views. They cannot criticize or question the leaders way of getting things done. Owing to a single decision maker, the biggest advantage this style offers is that it leads to speedy decision-making and greater productivity. On the other hand, this form of leadership leads to greater employee absenteeism and turnover. In a participative leadership style, also referred as the democratic style, leaders invite and encourage the team members to play an important role in decision-making process. However, one should note that the ultimate decision-making power is held by the leader. Here employees communicate to the leader their experience and suggestions. Its advantages are that it leads to satisfied and motivated employees. Such a system fosters employee skill development, encouraging creativity. However, in this style a lot of time is consumed and it is most often slow. II. Proactive and reactive, Proactive Strategies are interventions techniques used on an ongoing basis. Such steps on an ongoing basis attempts to reduce the probability of occurrence of a challenging behaviour. They are preventative in nature. Reactive Strategies are interventions which are used only once a problem occurs. They are consequences to the behaviour. It is a damage minimization technique. In positive approaches to change management the emphasis of proactive strategies is encouraged. If one does a good job with the proactive strategies, then reactive steps and policies need not be necessary. Sometimes it fully eliminates the challenges. Techno-structural interventions; Techno-structural interventions purpose is to form appropriate work designs and organizational structures providing strategic support of organizational development (E lawler III, 1974). In this form of intervention, the restructuring of the organization is very important. Here, workload is divided in the overall organization via sub-units for effective task completion (M Tushman, E Romanelli, 1986). Restructuring can be performed on at least five major factors environment, organization size, technology, organization strategy and worldwide operation (Thomas G Cummings; Christopher G Whorley, 2002). Employee involvement and work design are other major components. IV. Human process interventions; In todays corporate world, strong emphasis is being laid on humanistic values. Focus is now turning on helping members to enhance themselves, each other and the ways in which they work together in order to enhance their overall organization. The following human process interventions might be particularly helpful during change projects: many new employees, different cultures working together, many complaints among organizational members, many conflicts, low morale, high turnover, ineffective teams, etc. D1 Managing change is as important as ushering in change itself. Proper diagnosis of desired organizational changes, allows application of such strategic intervention as role playing, team development, survey feedback, process consulting, etc. Adopting strategic intervention methods, modern organizations can build success and advancement within and outside their organization. LO 2 Understand issues relating to strategic change in an organisation Q2.1 examine and briefly comment on the need for strategic change in an organisation (P4) Change has become the essence of organizational growth and development. Most change programmes arise from management whims such as culture change, business process re-engineering, and empowerment among others. Another reason for initiating change is competition and the organisations need to reposition it. The following are the some key reasons that initiate the need for change in an organization. They are forced, telling, participatory, or transformational changes. By identifying the root cause, you can determine which mode of change you are actually dealing with in your business. Situations that require a mode of change can be financial, technological, economic, environmental or human focused. The time between the change and the realization of the results of that change is what William Bridges termed as the â€Å"neutral-zone† (Managing Transitions, W. Bridges). Most initiatives are given up because organizations do not see the gap for what it is; the transition between the old world and the new Q2.2 Outline the forces that are impacting on an organisation and driving the need for change (P5). And critically analyse the current position of an organization of your choice and assess the factors in the organisation that are driving the need for change. (M2) As discussed in the question above, situations that require a mode of change can be anything. Factors could be financial, technological, economic, environmental or human focused. The change may be driven from internal or external circumstances such as a new competitive advantage or threat, economic considerations, advancing technology, management restructuring or ownership change, customer dissatisfaction, vendor disruption, or loss of key personnel just to name a few. The figure below shows the contextual features and design choices for a change process undertaken by Glaxo Pharmaceuticals in 1988, prior to its merger with Wellcome in the early 1990s. (Balogun and Hope Hailey) Glaxo was undertaking a proactive change initiative with time on its side. The initial scope was only realignment, as the aim was to generate readiness in its complacent sales division for the transformational changes that were to come to match the changing customer requirements of the National Health Service and the reduced income that would result from one of Glaxos major drugs coming off-patent in the mid-1990s. Interestingly Glaxos balance sheet was heavy, and had the capacity to invest in the change process. However, it wanted to ensure that the change process did not antagonise its sales force and cause them to leave and join competitors. The timescales and the two phases of the scope allowed it to follow a path of reconstruction to generate the required levels of readiness, followed by a longer term evolution. Its capacity and time enabled it to invest in participative personal development initiatives and other symbolic interventions as part of the reconstruction, which would have been out of reach for a less profitable organisation. Q.2.3 If strategic change is important, why do some people find it difficult to accept and what are the consequences of this on the resources of the organisation and on the change process. (P6) As change can be for the proverbial good or bad for an organisation, there are more often than not resistance to the change process. Resistance could come from the following factors: A lack of awareness about the change Low tolerance to change Comfort with the ways things are and fear of the unknown. Conflict over the need for change Misunderstanding Parochial self interest Fear of failure. Loss of status and/or job security. Peer pressure. Disruption of cultural traditions and/or group relationships. Change is also resisted because of the poor way in which change is managed. Although most people feel comfortable with minor changes, it is not easy for people to live and work by yesterdays reality. While a degree of resistance is acceptable, it could lead to Disruption, Stress, Project delays, Missed objectives, Decline in production, Absenteeism, Loss of valued employees, and The ultimate failure of the whole process of implementing change or even the whole organization. LO 3 Be able to lead stakeholders in developing a strategy for change Q3.1 Briefly explain how to involve stakeholders in the planning of change (P7). Use an organization of your choice to demonstrate it is workable in the selected organization. (D2) It is important to consider and understand that people and all stakeholders would be personally be affected by the change process. On a broader scale change requires that â€Å"people do something they have not done before† (Galvin 2003). People are generally the most critical resource, supporter, barrier and risk when managing change. At the onset of the change being conceptualised, the articulation of vision cannot be done exclusively and has to take all parties involved in the process. It is essential that at this stage one involves all of those who will have a stake in the achieving the vision. Strategic plan development requires consideration and articulation of values and priorities; the plan should reflect views expressed by all those involved in the process. Q3.2 List and identify the different strategies that are available in the process of change management in an organization of your choice that would involve ‘stakeholders of such organisation. (P8) For the organizational change exercise to succeed, the management team has to depend on an assortment of people at various stages of the organization. They can be divided into five groups. (Managing Change in the Workplace (2nd Edition) Stakeholders at various Stages Description Examples Change recipients Intended receivers of change or change outcomes End-users of new software Employees of merged companies Decision makers People who approve a change exercise and decide its scope and direction Steering Committee Members Project Sponsor Chief Executive Officer Resource holders People empowered to release financial and human resources required by a change effort Chief Financial Officer Financial institution such as a bank Line Manager Program implementers People charged with the responsibility for bringing about the change Program Manager Project Manager Project Team Members External parties People that are not the intended recipients but who are impacted by the change suppliers whose access to a business is restricted after a change in business hours broader community impacted adversely by a new product that contaminates the local environment Once you have identified your stakeholders at each stage, consider the key messages you will need to deliver to each group in order to gain their support. 3.3 Evaluate ‘six step stakeholders circle as an effective system used to involve stakeholders in the development of a change strategy (P9). You need to evaluate the process, taking account of anything that worked well and anything that did not work well or could have worked better in an organisation of your choice. (D3) The concept of ‘Stakeholder Circle is a registered trademark of the Mosaic Project Services Pty Ltd, Australia. The following are considered when positioning a stakeholder within the circle The radical depth of each stakeholders segment represents the power of that stakeholder. Each stakeholders degree of influence is represented by the width of their segment, the wider the segment, the greater the influence. The proximity of a stakeholder to the project is represented by how close their segment is to the project in the centre. The outcome of the visualisation above is to facilitate decisions on where the project team need to concentrate on their stakeholder management effort. This is based on the understanding of each element like key and relevant stakeholders. After such a careful study can one make a stakeholder-centric planning process be started. 3.4 Using the same organisation in 3.3. Create a strategy for managing possible resistance to change that is appropriate to the selected organization (P10). You need to address the issues and provide a workable approach to overcoming the resistance. (M3) LO 4 Be able to plan to implement models for ensuring ongoing change Q4.1, 4.2 and 4.3 briefed below By looking at change as a process with distinct stages, the change management team needs to prepare itself for what to expect at each stage and make subsequent set of plans. In such a method it becomes easier to manage transition, rather than being caught unawares. Understanding the why the change needs to place, is one of the foremost in any successful change process. Lewin said that, â€Å"Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and ones relations to others.† This is the unfreezing stage from which change begins. After the initiation in the first stage, the change stage is where people begin to make up their mind and are coaxed to look for alternative behaviours. Ideally team members begin to believe and act in ways that support the new direction. The final stage is all about stability. In the stage before this changes have been made and established. At this level changes are accepted and they replace the previous norm and become the new model. Team members shape new relationships and become comfortable with their routines. This can take time. UK retailer, Marks Spencer (MS), found its way into trouble in late 1990s and it subsequently tried to put in place programme of change. It explored issues concerning to the organisational culture, strategic drift, strategic choice and the management of change. The Unfreeze stage: One of the biggest and foremost needs for change came from the customers front. The management and staffs attitude at MS were now being termed as ‘rude and arrogant by some analysts. This was owing to MS stellar performance and the distant competition. This way of doing things, had to be changed as its growth trajectory was taking a slight southward path. This was extremely difficult to change. The internal workings of at the retailer, which were mainly run by family members at the helm of affairs, had also become highly deferential, male oriented, with considerable bureaucracy. Amid this, the market began to see the tides of changes. More and more customers began to value higher levels of service, and were seeking novelty and difference. Competition was picking up too and the quality of service and range of products being offered started to take a toll on sales for the market leader. The Change stage: Luc Vandevelde, Chairman and Chief Executive, gathered info and talked to all stakeholders. It set up an executive team in place and began a strategic review which was rigorous and all inclusive and was radical. The change management team kept all people informed and took feedback from every important person who had something to offer. The Refreeze Stage: The change leader in the form of Vandevelde chalked out some successful strategies like A rebrand and update of the corporate image thus avoiding the confusing ‘Marks Spencer and ‘St Michael symbols. A restructuring of the supply chain where stores were stocked based on demographic patterns. stressed the importance of restoring confidence to MS ‘core customers

batleby the scrivener Essay -- essays research papers

"Bartleby the Scrivener" is a complex story, so I am going to zero in on one particularly interesting and intelligent aspect of it. Due to the power of the message even this one particular aspect will be complex, of course. The first thing to note is that the story has a first-person narrator. The narrator, an anonymous lawyer, is in fact a major character in his own right. Ostensibly the story is about Bartleby and his actions as a scrivener. However, what the story is really about, in a sense, is the effect Bartleby seems to have on the narrator. We learn a great deal about the narrator, but more importantly, we see him undergo several rather significant changes. These changes bring to light Melville’s comment on the oppression and lack of compassion in the emerging capitalist economy The narrator's initial self-characterization is important to the story. He is a "safe" man, one who takes few risks and tries above all to conform to societies norms (Melville 1109). The most pragmatic concerns of financial security and ease of life are his priorities. He has made himself perfectly at home in the modern economy: he works as a lawyer dealing with rich men's legal documents. He is therefore a complement or a double to Bartleby in many ways. Doubling is a recurring theme in "Bartleby the Scrivener." Bartleby is a phantom double of our narrator, and the parallels between them will be explored later. Nippers and Turkey are doubles of each other. Nippers is useless in the morning and productive in the afternoon, while Turkey is drunk in the afternoon and productive in the morning. Nippers' ambition mirrors Turkey's resignation to his place and his sad, uneventful career, the difference coming about because of their respective ages. Nippers cherishes ambitions of being more than a mere scrivener, while the elderly Turkey must plead with the narrator to consider his age when evaluating his productivity. Their vices are also parallel, in terms of being appropriate vices for each man's respective age. Alcoholism is a vice that develops with time. Ambition arguably is most volatile in a man's youth. These characters provide valuable comic relief in what is otherwise a somber and upsetting tale. Melville’s p urpose in making Bartleby’s personality act complimentary to the narrator’s is to demonstrate the chang... ...ience with Bartleby. It is doubtful that the lawyer at the beginning of the story, as he pictured himself, could have imagined such personal tragedies. Here we see the denouement. The culmination of the change that Bartleby has affected in the lawyer. â€Å"Ah Bartleby! Ah humanity!† (1134) This final sentence shows a depth of emotion that would have been impossible for the narrator at the beginning of the story. This obvious change gives readers the evidence that Melville was trying to display in support of his view of the negative aspects of the business world. This world and the humanity in it had affected both characters. Bartleby of course was the employee whose constant bombardment with the uncompassionate and pitiless world of Capitalism caused him to lose desire to think for himself and as a response to do nothing. The narrator was the employer whose use of the repetitive and routine tasks of his profession caused him to lose compassion and responsibility. The change in the narrator that one can see take place over the course of the story brings these traits and the institutions that founded them into glaring clarity.

Anatomy of Criticism by Northrop Frye Essay -- Anatomy Criticism North

Anatomy of Criticism by Northrop Frye In Anatomy of Criticism, author Northrop Frye writes of the low mimetic tragic hero and the society in which this hero is a victim. He introduces the concept of pathos saying it â€Å"is the study of the isolated mind, the story of how someone recognizably like ourselves is broken by a conflict between the inner and outer world, between imaginative reality and the sort of reality that is established by a social consensus† (Frye 39). The hero of Hannah W. Foster’s novel, The Coquette undoubtedly suffers the fate of these afore mentioned opposing ideals. In her inability to confine her imagination to the acceptable definitions of early American female social behavior, Eliza Wharton falls victim to the ambiguity of her society’s sentiments of women’s roles. Because she attempts to claim the freedom her society superficially advocates, she is condemned as a coquette and suffers the consequences of exercising an independent mind. Yet, Eliza does not stand a lone in her position as a pathetic figure. Her lover, Major Sanford -- who is often considered the villain of the novel -- also is constrained by societal expectations and definitions of American men and their ambition. Though Sanford conveys an honest desire to make Eliza his wife, society encourages marriage as a connection in order to advance socially and to secure a fortune. Sanford, in contrast to Eliza, suffers as a result of adhering to social expectations of a male’s role. While Eliza suffers because she lives her life outside of her social categorization and Sanford falls because he attempts to maneuver and manipulate the system in which he lives, both are victims of an imperfect, developing, American society. Though Eliza’s ... ... comic hero. This flaw seems to be a result of the greater defect of the society in which he functions. Certainly not an innocent and having his own characterization of the same fatal flaw as Eliza – a decisive determination for independence -- Sanford shares in the traditional tragic conclusion of isolation and loss. Despite an attractive interpretation that Eliza Wharton deserves her tragic fate because she is too scandalous of a seductress, her fall is actually a result of her desire for autonomy in a society that denies women that right. Also, to view Sanford as a heartless villain would be reductionary. He too, like Eliza, is subject to the judgements, constraints, and values of a flawed society in which he is separated from his true love. Both characters fall as a result of their desire for relational freedoms that early American society denies them.

Social Marketing For Health Health And Social Care Essay

Fleshiness is common among grownups and kids and its prevalence is lifting twenty-four hours to twenty-four hours the hazard of fleshiness has increased twice since 1980 ( WHO, 2011 ) . Harmonizing to World Health Organisation, Obesity and overweight are the 5th chief cause for deceases globally. Harmonizing to a study one of the major causes of increased fleshiness in the kids is decreased physical activity, for illustration there is a alteration in the life manner of the kids every bit good as grownups due to increase in the ( John J Reilly, Ahmad R Dorosty ) . Fleshiness is considered as the most noticeable factor turn toing the length of service of the people all over the universe ( Stephen Holt ) . Harmonizing to the statics from NHS information Centre for wellness and societal attention ( 2011 ) about a one-fourth of grownups aged 16 or above were considered as corpulent in the twelvemonth 2009, that is 24 % of adult females and 22 % of work forces are classified as corpulent.What is fleshiness?European research workers classified fleshy as at or above 85th percentile and fleshiness every bit at or above 95th percentile of BMI ( Dehghan, Danesh and Merchant, 2005 ) ( paraphrasis ) Fleshiness is a status where the cholesterin bed accumulates in the organic structure and adipose tissue of the tegument to a point where it becomes a wellness hazard. The human organic structure can afford to roll up a small excess fat but when the fat accretion exceeds the minimal extent, it interferes with the general wellness issues and becomes a cause of great concern.How do I happen out whether I am corpulent?The easiest and most efficient manner to happen out if you are corpulent is to look into your organic structure mass index. The organic structure Mass Index ( BMI ) is calculated by spliting a individual ‘s organic structure weight by his/her tallness. The statistical benchmarks set by World Health Organization ( WHO ) define a BMI of 25 or more as ‘overweight ‘ 25, and a individual with a BMI of 30 or more is labeled as ‘obese ‘ . However it is observed that chronic wellness hazards increase from a BMI value of 21 onward.Badness of the job:In the United Kingdom, fleshiness in kids increased from 9.9 % in 1995 to 13.7 % in 2003.3 Childhood fleshiness is a world-wide issue, approximately 10 % of school age kids all over the universe are estimated to be corpulent or fleshy ( Janet James, 2007 ) .Factors doing the job:The present life manner is wholly filled with mental emphasis and people are busy with their modus operandi activities which is impacting the their life manner without holding clip to pass for healthy activities like some exercising and holding a healthy diet. These factors may take to fast nutrient civilization and sedentary life manner which is considered as one of the major factor in fleshiness. The accustomed activities like passing more clip in indoor games like picture games and watching the telecasting for drawn-out periods which affects the physical activity taking to a sedentary life manner may increase the opportunity of going corpulent ( Dehghan, Danesh and Merchant, 2005 ) . The instability between the Calories consumed and the sum of energy spent is an of import factor that causes the fat to roll up in the organic structure doing fleshiness ( WHO, 2011 ) . The nutrient behaviors are considered as another of import factor for fleshiness. Devouring the high fat content nutrient like fast nutrients and taking surplus of nutrient as a wont. The personal behaviors like extra consumption of intoxicant and smoke wonts are besides considered as the causes of fleshiness ( Evans et al, 2010 ) .What are the inauspicious effects associated with fleshiness:Fleshiness may do multiple jobs including physical, physiological and psychological jobs. In add-on to being a cause of physical hurt for the individual, fleshiness paves manner for assorted chronic diseases every bit good. The assorted medical jobs that can be initiated or aggravated by fleshiness include diabetes, malignant neoplastic disease, high blood force per unit area, unnatural blood fats, degenerative arthritis, sleep apnoea, fatty liver diseases, saddle sore vesica diseases, birthrate and gestation jobs, in add-on to the physical uncomfortableness and psychological emphasis ( WHO, 2011 ) . VanItallie,Peoples acquiring affected by the job: high hazard personsThe kids who do non take part more in out-of-door activities like playing out-of-door games and activities like cycling etc. The people with hapless economical position are besides affected more with fleshiness jobs and the illiterate people who have hapless consciousness on the healthy diet and healthy life styles.Why to concentrate on a peculiar groupThe England is the first in fleshiness in Europe. The adolescents are focused because adolescent age is considered as the cardinal age to larn and develop behaviors. So if healthy behaviors are initiated in the teens the fleshiness and the jobs associated with it might be controlled in the hereafter.How it can be achievedBy developing a community that is cognizant of the jobs that are associated with fleshiness and encouraging teens for more physical activity may acquire alteration in the behavior of immature people. Schools play a critical function in forestalling the childhood fleshiness. It might be helpful if schools develop some intercessions to promote healthy diet and physical activity. Making consciousness among all the household members might be more effectual because there is some grounds that parents with fleshiness job are more likely to hold corpulent kids due to nutrient behaviors, life style and some familial factors ( John J Reilly, 2005 ) . The parents are educated by explicating the hazard factors associated with the fleshiness and they are besides advised to promote the activities like outdoor games which include physical work ( Davis, 2007 ) . By reding and regular showing of their weight. Orr ( 1998 ) states that educating about the measures and thermal values of nutrient by the parents and making a user friendly environment which encourages the physical activity give the satisfactory alteration. Orr ( 1998 ) besides suggests that the eating houses and the local shops might besides take portion by supplying the selective low fat and rich alimentary diet.What is societal marketing write it‘the application of commercial selling engineerings to the analysis, planning, executing, and rating of plans designed to act upon the voluntary behavior of mark audiences in order to better their personal public assistance and that of society ‘ ( Andreasen, 1995 ) .Selling schemes forIn 2009, the figure of prescription points dispensed for the intervention of fleshiness was 1.45 million ; this is more than eleven times the figure in 1999 ( . The selling schemes should be developed in a insouciant manner that focuses on the normal state of affairss in the society. These intercessions should develop by sing the ego efficaciousness of the persons and considerable societal support is provided to them. Making proper consciousness, supplying with the proper cognition on the issue and making the environment that encourages the coveted behavioral alteration may give satisfactory results than concentrating on the peculiar or individual intercession. The selling intercessions are made harmonizing to the kids psychological science, for illustration if the kids are passing their maximal clip in forepart of the screen so promoting them to see the programmes that educate about wellness and programmes that create involvement in out-of-door games may demo a positive alteration.( Social selling scheme for battling fleshiness )The societal selling scheme against fleshiness follows the bench grade standards which includesWhat is the result expected:The voluntary behavioral alteration is the of import result expected from the societal selling. Behavioral alterations like increased physical activity, taking healthy diet like fruits and veggiesExpected behavioral alteration or aim:The behavioral alteration is expected from the mark group that is the kids,Cleavage of audience:Anderson, ( 2005 ) suggests that it about impossible to advert each and every person in the society because the every attack does non suit for all persons. Grier and Bry ant ( 2005 ) claims that the mark end is non suited for all because it depends on the assorted factors like, personal behavior and experiences, single attitudes and demographic variables like age and ethnicity besides show impact on the people. So sectioning the audience is really of import for an effectual societal selling, the cleavage will assist in making the mark group. Segmentation besides helps in concentrating the people with high hazard and to concentrate on the peculiar group to act upon behavioral alterations. The kids between the age of two and 15s are selected the choice include both the genders and the kids from the hapless economical background are more targeted because there is a relationship between economic position and fleshiness ( Youfa wang, 2001 ) .Target audience:The immature adolescent age people are more targeted to alter behaviors like avoiding fast nutrient civilization ; smoke, imbibing and they are encouraged to take part in games to increase physical activity. The fleshiness programme should besides be focused on the people with low literacy because the literacy is itself holding the direct impact on the healthy behavior.Target country:The focal point country will be the in the geographical countries with high incidence of the job and the countries with least wellness behaviors. The people from hapless socio economic background and with low wellness attention services are more concentrated.Wayss to understand consumer barriers:The best manner in turn toing the barriers of the local people is working with the local suppliers as spouses ( siegel and doner, 2004 ) . Taking some research through qualitative methods like questioning the people and their household members to cognize the jobs faced by the people from peculiar country and peculiar group may give an penetration of the behavior of the local people ( Henley and raffin, 2010 ) . Effective communicating is planned by nearing local leaders and the individuals who are most favorable for the mark group because communicating plays a cardinal function in wellness publicity research ( Hastings and Haywood, 1991 ) , for illustration female parent is the individual who can pass on efficaciously with the kids and the other household members besides help to hold a insight expression of the kid and they can actuate the kid to alter the behavior.Target behavioral ends:The set of behavioral ends are planned by utilizing SMART program which includes Specific, Measurable, Attainable, Relevant and Time-bound ends to acquire the best result ( The major end is diminishing the extra weight by altering the current behavior by a set of behavioral alterations. The behavioral alterations include increased physical activity by bring oning self involvement, supervising the Calories and nutrient wonts and showing of the organic structure mass index often. The ends should be planned in an easy come-at-able mode so that the kid can achieve self efficaciousness on the alteration ( Davis et al, 2007 ) . Davis et Al ( 2007 ) besides suggests that parents should develop a uninterrupted communicating on the expected behavioral alterations and a clip end is arranged for all the set of activities or ends.Aim:To better the physical activity of the kids by promoting out-of-door activities like games, cycling etc, through household members and assorted school intercessions. To better the dietetic wonts like eating more fruits and veggies by discontinuing the nutrients with hih fat content or calorific value like fast nutrients.Schemes to implement the ends:Hanley and Raffin ( 2010 ) suggests that the kids below the age of 10 should be planned in a playful manner so that the they show involvement on the activities and the ends for the adolescents should be in a competitory manner with the other kids. A multi degree programme is designed to acquire the policy support, cognition interlingual rendition and the support of local groups is critical to supervise the systems ( WHO, 2010 ) . Schools play an of import function to actuate the kids to alter their behaviors, the fleshiness intercessions used in the schools should concentrate more on achieving healthy weight but non to diminish the weight to obtain a peculiar weight ( Pyle, 2006 ) The authorities policy support is of import to implement the ends in to the populace. Ad through media Public services Promotion Signs and shows Events Strategic confederations Others schemesExecution of the kid fleshiness bar:How to take it to public andMarketing mix refer ( grier and Bryant, 2005 )Marketing mix includes four P ‘s they are, Product, Price, Place and publicity ( Rayner, 2007 ) . Merchandise: in the present societal selling program the merchandise is the services provided to alter the current behavior. The merchandise is accommodating patterns of healthy nutrition and physical activity degrees fatty nutrients avoid and promote fruits n veggies into diet Engagement in minimal degrees of physical activity in twenty-four hours to twenty-four hours life. Monetary value: The monetary value of the present mark audience includes the clip disbursement for the. Price is cost spent by client so clip, physical attempt and money for following diet Topographic point: community degree, kids so at schools, institutional degreesPromotion:publicizing media:Action program: or ( rating )whyWho: The kids between the age of two and fifteen How: BY the analysis of present behaviors and by implementing the desired Where whenStrengths:Failing: Henley and reffin ( 2010 ) suggests that the The jobs within the administration include the deficiency of clip, deficiency of resources, working staff and deficiency of support from the direction or wellness attention workers. In add-on the Heakth belief theoretical account ( for fleshiness ) Penetration: why they are accommodating these behaviors ( like eating debris etc from ads and from friends household, sorroundings ) Exchange: what the audience has to ive up to acquire the benefits. Evaluation: The precedence was the on-going medical intervention and there was small clip left to be after, present and get down a new intervention method. The working status was affected by employment jobs, such as portion clip employment, alterations in assignments, deficit of staff, staff turnover, working entirely, no co-worker to work with and excessively many referrals from the doctors. Such organisational jobs had been ongoing for a long clip. There was no coaction between the Centres, and in many instances, Centres merged or closed down. Often the precedence and clip focused on other on-going undertakings, such as group intervention for, i.e. diabetes and tobacco users. There seemed to be a deficiency of support from the direction, doctors and co-workers. Childs are frequently considered the precedence population for intercession schemes because, foremost, weight loss in maturity is hard and there are a greater figure of possible intercessions for kids than for grownups. Schools are a natural scene for act uponing the nutrient and physical activity environments of kids. Other scenes such as preschool establishments and after-school attention services will hold similar chances for action. Second, it is hard to cut down inordinate weight in grownups once it becomes established. Therefore it would be more reasonable to originate bar and intervention of fleshiness during childhood. Prevention may be achieved through a assortment of intercessions aiming built environment, physical activity and diet. For illustration a countrywide run in physical activromoting healthy nutrition and physical activity among kids is developed in.Try to include determiners of wellnessMethods of communicating The undermentioned communications methods are deserving sing: direct mail ; local media ( free documents and wireless ) ; postings ; telemarketing ; and communal Centres.

Why I Love Disrespecting My Elders Essay

Coming from a Filipino family, my parents taught me to use â€Å"po† and â€Å"opo† every time I will be talking to elders and of course, to never dare to talk back— constantly telling me that these show respect. In addition, my former teachers would also repeat to me that I should always respect my elders. Since I was too young then and still incapable of thinking thoroughly, I used to believe that was the right thing to do. It was a good thing I realized it is not. Do not get me wrong. I value the word respect a lot that I see it as if it is something sacred. Respect for me is the third most precious, priceless gift a person could possibly give to someone (no matter what their age is), next to love and time. Therefore for me, earning one’s respect is a privilege. A privilege that should only be granted to those people who truly deserve them; a privilege that could only be gained if one has done an act worthy of praise and admiration. Unfortunately, many Filipinos think of respect as something that it is mandatory to give to anyone who is older than them. But does it feel right showing respect to people you have seen doing unjust things to others only because they are older? Because in my case, it surely gives me a nausea when I am expected to greet a teacher â€Å"Good morning!† when I already heard her telling snide remarks to one of her students before. I also disrespect people who are in position but clearly have no idea of what their job is about and what they should be doing. I have encountered a number of secretaries or persons in authority who would converse with me on formal matters and would speak to and address me as if I was just their high school friend, their little sister, and the worst of all, was one of their maids. As persons in authority who are engaged to talking to people every day, they should be mindful enough of how they would treat their clients. No matter how high one’s position is, I would never respect him if he acts like an uneducated person who is rude, arrogant, and impolite. And if in case he gets hurt by my usual disrespectful acts—being frank and straight-forward of my thoughts—I would never apologize, because he needs to know that what he was doing with his clients is wrong, and someone has to point it out to him, no matter how harsh it may sound. Lastly, I disrespect them because they are not always right and they could be corrected. Being older does not mean one is already more intelligent, although they could be wiser due to their  experiences, but still there is a possibility that some of today’s generation is smarter than of their parents’ generation. So I believe that letting the elders do away with their wrong philosophies in life would do no good to any side of the parties. I believe that having the courage to disrespect my elders does not only mean that I could step up for myself and express my opinion on what I think is right, but also it could help the elders to think and reflect more on their views of things, which for me is a good thing. To sum everything up, all I want to say is: the reason why I love disrespecting older people is because I care for them. I want them to become better individuals for themselves and for the people they are interacting with every day in their own personal lives. All that for the hope that someday, everyone would become aware of how they affect their community and see their mistakes and realize what they must do to become better citizens of this country.