No topic need Essay Example | Topics and Well Written Essays - 250 words - 2

No topic need - Essay Example Cost based pricing is a pricing form determined by the manufacturing and production cost of a commodity. The form of pricing is advantageous since an organization is assured of not gaining a loss of its products. However, the strategy may prefer a high price than the preference of the customer (Nagle & Holden 35). In Ford Company, cost based form of pricing is preferred due to the diverse range of products it produces. The organization sets its minimum and maximum price range depending on the particulars of the product. The pricing strategy has ensured the organization record its required profits on products. In addition, in regards to the experience of the organization in the market, consumers feel comfortable with the prices set of the products (Nagle & Holden 56). At the start of the production in the organization, Ford used penetration pricing. Penetration is where an organization quotes relatively low prices. The prices are then raised when the organization gains market share. The growth of the pricing range will be determined by factors influence the market (Nagle & Holden

Claims for Damages Arising from the Tort of Negligence Essay

Claims for Damages Arising from the Tort of Negligence - Essay Example The paper tells that in law, any person who has suffered loss or injury has a likelihood of receiving compensation from making a claim of that loss or injury if it can be proved that the loss or injury suffered was partly or wholly as a result of negligent omissions or commissions of certain acts (s) of another party or person. The compensation is aimed at not necessarily making up fully for what had happened to the person but rather to enable the injured party move on with his/her life with less difficulty. If appropriate, claims should be made for damages that arise from a given situation. In the UK, there is legislative provision governing personal injury and loss as well as damages for personal Injury and non-pecuniary loss. Consultation Paper No 140. Damages, in law, are defined as an award often in form of monetary consideration paid to a person who has suffers injury or loss as compensation. Compensation is crucial in most cases since the loss or injury suffered has possibly c hanged the ability of a person to undertake normal duties or activities hence limiting the ability of that person to meet his or her needs. For instance, compensation is vital in an event that a person has suffered a disability. Also, compensation can make a significant difference to life of person(s) who has lost a relative in an accident by providing financial support to the person(s). Besides, compensation is in some cases necessary to fund medical care for an injury or illness that is ongoing and was caused by the accident in question. Moreover, compensation or damages is essential in making up for earnings that may have been earned due to an accident caused by another person due to negligence hence denying the person who has suffered the loss ability to earn money to pay his or her bills.4 In order to appropriately advise Cheryl, Lizzie, David and Bellisima Company on whether they have claim/claims for damages arising out of the scenario, and against whom they would make such claims, it is important to understand some aspects of damages that relate to their scenario. First, in their scenario, in an event that their claims become successful they will be entitled to compensatory damages, that is, they will be paid to compensate them for financial loss and injury suffered from the accident. There are two major types of damages namely general damages and special damages.5 General damages are those that aim at compensating the claimant(s) for the specific injury suffered which is of non- monetary nature. These damages are only awarded in claims that have been made by person(s) who have suffered personal injury; for instance, on personal injury caused by negligence of another party.6 Example of general damages include disfigurement, impairment of physical or mental capacity, physical or emotional suffering and pain, loss of enjoyment of life, and loss of companionship among others.7 It is imperative to point out that quantifying these damages may prove difficult and judges mostly base awards on amount placed on similar cases previously. Therefore, how do the courts quantify personal injury claims? As has been noted, such quantification is not easy and most judges rely on similar previous cases to award. In the UK, solicitors in most cases refer personal injury as general damages for suffering and pain. Just like most judges, they quantify personal injury claims based on previous awards on similar cases made by the courts.8 The following factors guide quantification of personal injury claims: one, the extent and nature of the injuries suffered; consideration will be made on similarities of the injuries of the case in hand and cases that are similar and had been decided by courts previously.9 Normally, the extent of the injury usually corresponds to the damages awarded; that is, greater injuries will result to greater awards. Since quantifications are based on precedence, decisions of higher courts are always binding to the lower

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.