Scholarly Essay Sample - 3 Tips That Will Help You Get Ready to Write an Essay

Scholarly Essay Sample - 3 Tips That Will Help You Get Ready to Write an EssayThe purpose of this article is to provide you with a scholarship to write a scholarly essay that will boost your popularity and success. All you need to do is to follow the tips in this article, and you will find out how to succeed in this field. If you have never written an essay before, then you are really not qualified to write it at this point in time.Before you begin, make sure that you do not plagiarize the original work. You need to check if the writing style is similar to the subject matter; if you find similarities, you need to remove them from your essay, otherwise, it will look extremely amateur.Your vocabulary should be based on the topic of the essay. The writer needs to prepare his or her mind first and then begin the research as he/she gets into the research phase.Research properly. It is not necessary to include every single fact that has been collected. You can concentrate on the primary fa cts and therefore, you can provide many articles that are related to the topic that you want to write.The current issue of the scholarly journal is not enough to prepare your work for the essay. You need to find out whether the current issue is really recently published, and if it is, why did the journal decides to publish the content?The essay sample contains many rules that guide the writer, so it is important to follow the rules to a tee. Be a good listener. When talking, don't interrupt or make unexpected remarks.Consider checking out the internet for some literature or tips to help you through the process. There are several guides available online that may offer ideas and information on how to write a scholarly essay. The best way to make use of the resources is to find a good guide that will help you in your research.

Battle of Cape Esperance at Guadalcanal

Battle of Cape Esperance at Guadalcanal The Battle of Cape Esperance took place the night of October 11/12, 1942. It was part of the Guadalcanal Campaign of World War II. Background In early August 1942, Allied forces landed on Guadalcanal and succeeded in capturing an airfield that the Japanese were building. Dubbed Henderson Field, Allied aircraft operating from the Guadalcanal soon dominated the sea lanes around the island during daylight hours. As a result, the Japanese were forced to deliver reinforcements to the island at night using destroyers rather than larger, slower troop transports. Dubbed the Tokyo Express by the Allies, Japanese warships would depart bases in the Shortland Islands and make the run to Guadalcanal and back in a single night. In early October, Vice Admiral Gunichi Mikawa planned a major reinforcement convoy for Guadalcanal. Led by Rear Admiral Takatsugu Jojima, the force consisted of six destroyers and two seaplane tenders. In addition, Mikawa ordered Rear Admiral Aritomo Goto to lead a force of three cruisers and two destroyers with orders to shell Henderson Field while Jojimas ships delivered their troops. Departing the Shortlands early on October 11, both forces proceeded down The Slot towards Guadalcanal. While the Japanese were planning their operations, the Allies made plans to reinforce the island as well. Moving to Contact Departing New Caledonia on October 8, ships carrying the US 164th Infantry moved north towards Guadalcanal. To screen this convoy, Vice Admiral Robert Ghormley assigned Task Force 64, commanded by Rear Admiral Norman Hall, to operate near the island. Consisting of the cruisers USS San Francisco, USS Boise, USS Helena, and USS Salt Lake City, TF64 also included the destroyers USS Farenholt, USS Duncan, USS Buchanan, USS McCalla, and USS Laffey. Initially taking station off Rennell Island, Hall moved north on the 11th after receiving reports that Japanese ships had been sited in The Slot. With the fleets in motion, Japanese aircraft attacked Henderson Field during the day, with the goal of preventing Allied aircraft from locating and attacking Jojimas ships. As he moved north, Hall, aware that the Americans had faired badly in previous night battles with the Japanese, crafted a simple battle plan. Ordering his ships to form a column with destroyers at the head and rear, he instructed them to illuminate any targets with their searchlights so that the cruisers could fire accurately. Hall also informed his captains that they were open fire when the enemy was sited rather than waiting for orders. Battle Joined Approaching Cape Hunter on the northwest corner of Guadalcanal, Hall, flying his flag from San Francisco, ordered his cruisers to launch their floatplanes at 10:00 PM. An hour later, San Franciscos floatplane sighted Jojimas force off of Guadalcanal. Expecting more Japanese ships to be sighted, Hall maintained his course northeast, passing to the west of Savo Island. Reversing course at 11:30, some confusion led to the three lead destroyers (Farenholt, Duncan, and Laffey) being out of position. About this time, Gotos ships began appearing on the American radars. Initially believing these contacts to be the out of position destroyers, Hall took no action. As Farenholt and Laffey accelerated to reassume their proper positions, Duncan moved to attack the approaching Japanese ships. At 11:45, Gotos ships were visible to the American lookouts and Helena radioed asking permission to open fire using the general procedure request, Interrogatory Roger (meaning are we clear to act). Hall responded in the affirmative, and his surprise the entire American line opened fire. Aboard his flagship, Aoba, Goto was taken by complete surprise. Over the next few minutes, Aoba was hit more than 40 times by Helena, Salt Lake City, San Francisco, Farenholt, and Laffey. Burning, with many of its guns out of action and Goto dead, Aoba turned to disengage. At 11:47, concerned that he was firing on his own ships, Hall ordered a cease-fire and asked his destroyers to confirm their positions. This done, the American ships resumed firing at 11:51 and pummeled the cruiser Furutaka. Burning from a hit to its torpedo tubes, Furutaka lost power after taking a torpedo from Buchanan. While the cruiser was burning, the Americans shifted their fire to the destroyer Fubuki sinking it. As the battle raged, the cruiser Kinugasa and destroyer Hatsuyuki turned away and missed the brunt of the American attack. Pursuing the fleeing Japanese ships, Boise was nearly hit by torpedoes from Kinugasa at 12:06 AM. Turning on their searchlights to illuminate the Japanese cruiser, Boise and Salt Lake City immediately took fire, with the former taking a hit to its magazine. At 12:20, with the Japanese retreating and his ships disorganized, Hall broke off the action. Later that night, Furutaka sank as a result of battle damage, and Duncan was lost to raging fires. Learning of the bombardment forces crisis, Jojima detached four destroyers to its aid after disembarking his troops. The next day, two of these, Murakumo and Shirayuki, were sunk by aircraft from Henderson Field. Aftermath The Battle of Cape Esperance cost Hall the destroyer Duncan and 163 killed. In addition, Boise and Farenholt were badly damaged. For the Japanese, losses included a cruiser and three destroyers, as well as 341–454 killed. Also, Aoba was badly damaged and out of action until February 1943. The Battle of Cape Esperance was the first Allied triumph over the Japanese in a night battle. A tactical victory for Hall, the engagement had little strategic significance as Jojima was able to deliver his troops. In assessing the battle, many of the American officers felt that chance had played a key role in allowing them to surprise the Japanese. This luck would not hold, and Allied naval forces were badly defeated on November 20, 1942, at the nearby Battle of Tassafaronga. Selected Sources US Naval Historical Center: Battle of Cape EsperanceOrder of Battle: Battle of Cape Esperance

Free Essays on Reasons For High Gas Prices

In recent months we have seen a rise in gasoline prices at the pumps and we all are wondering why. Part of the reason is the price of crude oil on the stock market; this can cause prices to jump up or down based on market price. The other reason that prices go up is the classic example of supply and demand. When the demand for something goes up, theoretically the supply will go up and keep prices low. When the demand for something goes up and the supply cannot increase with the demand, the price goes up. This is of course how a free market operates and the supply and demand of products can lead to wild price changes on the stock market, much like the oil prices we are seeing on the market right now. In this research paper I will look closely at the supply and demand for gasoline. I will look at the output of fuel from all of our refineries in the United States (U.S.); I will look at the supply of crude oil, as well as the demand for fuel in the U.S. I will also touch on a few other reasons for high gas prices, mainly government regulations and pollution control additives that are added to gasoline in certain heavily populated areas and determine if that has a price impact at the pump. With this data I hope to conclude that we simply do not have the refinery capacity in the U.S. to keep up with the demand for fuel and that is part of the reason for the high gas prices. Production of Crude Oil First let us look at the production of crude oil in the U.S. According to the web site www.eia.doe.gov using table 5.9 Refinery Capacity and Utilization, 1949-2003, I was able to determine that in 1949 the U.S. had 336 operable refineries with a capacity of 6,231 barrels a day (b/d), 5,556 b/d distillation units with a utilization percent of 89.2. Loosely translated that means in 1949 the U.S. had 336 operable refineries producing about 5,556 barrels a day of fuel and operating at 89.2 % capacity. The number of operable refineries slowly droppe... Free Essays on Reasons For High Gas Prices Free Essays on Reasons For High Gas Prices In recent months we have seen a rise in gasoline prices at the pumps and we all are wondering why. Part of the reason is the price of crude oil on the stock market; this can cause prices to jump up or down based on market price. The other reason that prices go up is the classic example of supply and demand. When the demand for something goes up, theoretically the supply will go up and keep prices low. When the demand for something goes up and the supply cannot increase with the demand, the price goes up. This is of course how a free market operates and the supply and demand of products can lead to wild price changes on the stock market, much like the oil prices we are seeing on the market right now. In this research paper I will look closely at the supply and demand for gasoline. I will look at the output of fuel from all of our refineries in the United States (U.S.); I will look at the supply of crude oil, as well as the demand for fuel in the U.S. I will also touch on a few other reasons for high gas prices, mainly government regulations and pollution control additives that are added to gasoline in certain heavily populated areas and determine if that has a price impact at the pump. With this data I hope to conclude that we simply do not have the refinery capacity in the U.S. to keep up with the demand for fuel and that is part of the reason for the high gas prices. Production of Crude Oil First let us look at the production of crude oil in the U.S. According to the web site www.eia.doe.gov using table 5.9 Refinery Capacity and Utilization, 1949-2003, I was able to determine that in 1949 the U.S. had 336 operable refineries with a capacity of 6,231 barrels a day (b/d), 5,556 b/d distillation units with a utilization percent of 89.2. Loosely translated that means in 1949 the U.S. had 336 operable refineries producing about 5,556 barrels a day of fuel and operating at 89.2 % capacity. The number of operable refineries slowly droppe...

Locate a scholarly article describing an applied or mixed-methods Essay

Locate a scholarly article describing an applied or mixed-methods approach to research, preferably a research article where this - Essay Example and (2) what are the internal and external factors which seem to impact new product success and failure? (Wei & Morgan 377)1. On the other hand, for the quantitative strand, the research questions focused on the following hypotheses: (1) A firm’s market orientation is associated positively with its new product performance; (2) The supportiveness of a firm’s organization climate is associate positively with its market orientation; and (3) The supportiveness of a firm’s organizational climate is associated positively with its new product performance (Wei & Morgan 378, 379)2. The study adapted a mixed-methodology called sequential exploratory mixed-methods research design. As explained in Hesse-Biber, in this type of mixed-methods design, â€Å"the qualitative component is primary and is used to generate theory or specific theoretical constructs† (71). In this study, the qualitative strand was utilized in theory development and the quantitative strand was use d in the testing of three hypotheses.

Why does the Chinese Government publicly denounce Falun Gong Research Paper

Why does the Chinese Government publicly denounce Falun Gong - Research Paper Example This paper will examine the movement, how the government is cracking down on it, and why the government is cracking down on it. Explanation of the Falun Gong According to Zhao (2003), the Falun Gong movement is an outgrowth of the Chinese practice of qi, which harmonizes physical and spiritual health. What this means is that the adherents to the movement attempt to align their qi, through stretching and meditation, and this balances the energy in the body. These exercises, which balance the energy in the body are accompanied in the Falun Gong religion with moral and spiritual commitments. This is contrast to the Western vision, which keeps religion and physical exercise separate. The religious aspect of Falun Gong encompasses Taoist and Buddhist beliefs. This was the basis for the movement, but it was developed by Li Hongzhi in the late 1980s, and it went public in 1992 (Penny, 2003). This is all not unusual, in that the ancient Chinese have always believed in balancing energies and in Buddhist and Taoist beliefs. However, the Falun Gong goes a step further, according to Zhao (2003), in that this religion also has supernatural beliefs. For instance, they believe that there are supernatural ways of curing diseases, that people can levitate, and that people can be clairvoyant through their â€Å"third eye.† ... Moreover, as the society becomes increasingly isolated, Falun Gong has been helpful in that it has brought people together, as through the physical exercises performed by Falun Gong members. The physical exercise itself is also good for the Falun Gong followers, as the state-run healthcare has been collapsing since the early 1990s, which means that health care has become increasingly unaffordable to the masses. Keeping healthy is therefore a priority, and Falun Gong, with its emphasis on physical exercise and qi balancing meets this need. The movement became very popular, with millions practicing it, and Chan (2004), gives some reasons why this is. Chan (2004) regards the Falun Gong as coming under the rubric of a New Religious Movement (NRM), which is marked by obedience to a central figure who claims to have all the spiritual answers desired by the followers. The central figure is seen by the followers as being privy to sacred power. Chan (2004) thus begins his analysis with other NRMs, which have sprung up, all over the world, partially as a response to modernity’s spiritual vacuums and moral disturbances. The political and economic institutions have failed to solve the people’s problems, states Chan (2004), so the people turn to religious salvation for help. Chan (2004) then extrapolates this scenario to China. Specifically, Chan (2004) states that China was experiencing, at the time that the Falun Gong attained popularity, impressive economic growth that also led to unresolved social problems. This was because, although the country was becoming wealthier, the people were not. Unemployment was high, and the state industries were collapsing, which was causing more people to fall below the poverty line. Income inequality became more pronounced

Models of Change Tasks at Tata Motors

Models of Change Tasks at Tata Motors Tata Motors Limited is Indias largest automobile company, with consolidated revenues of US$20.5 billion in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the worlds fourth largest truck manufacturer, and the worlds second largest bus manufacturer. The companys 25,000 employees are guided by the vision to be Best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics. Established in 1945, Tata Motors presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles to produce both Fiat and Tata cars and Fiat powertrains. The companys dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors, the first company from Indias engineering sector to be listed in the NewYork Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest truck maker. Task 1: a) Kurt Lewins change management model The concept of change management is a familiar one in most businesses today. But, how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin, a physicist as well as social scientist, Back in the 1950s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change he describes. Unfreeze This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up new way of operating. To prepare the organization successfully, you need to start at its core you need to challenge the beliefs, values, attitudes, and behaviours that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put everyone and everything off balance. You may evoke strong reactions in people, and thats exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you wont get the buy-in and participation necessary to effect any meaningful change. Change After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve, focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Unfortunately, some people will genuinely be harmed by change, particularly those who benefit strongly from the status quo. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these situations. Refreeze When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they arent sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you havent allowed the most recent changes to sink in? Change will be perceived as change for changes sake, and the motivation required to implement new changes simply wont be there. As part of the Refreezing process, make sure that you celebrate the success of the change this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful. McKinsey 7S framework The McKinsey 7S model involves seven interdependent factors which are categorized as either hard or soft elements: Hard Elements Soft Elements Strategy Structure Systems Shared Values Skills Style Staff Hard elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. Soft elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others. http://www.mindtools.com/media/Diagrams/mckinsey.jpg Lets look at each of the elements specifically: Strategy: the plan devised to maintain and build competitive advantage over the competition. Structure: the way the organization is structured and who reports to whom. Systems: the daily activities and procedures that staff members engage in to get the job done. Shared Values: called superordinate goals when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. Style: the style of leadership adopted. Staff: the employees and their general capabilities. Skills: the actual skills and competencies of the employees working for the company. Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The companys structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements. The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change. Whatever the type of change restructuring, new processes, organizational merger, new systems, change of leadership, and so on the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration. You can use the 7S model to help 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. John P Kotters eight steps to successful change American John P Kotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Kotters highly regarded books Leading Change (1995) and the follow-up The Heart Of Change (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to peoples response and approach to change, in which people see, feel and then change. Kotters eight step change model can be summarised as: Increase urgency inspire people to move, make objectives real and relevant. Build the guiding team get the right people in place with the right emotional commitment, and the right mix of skills and levels. Get the vision right get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. De-clutter communications make technology work for you rather than against. Empower action Remove obstacles, enable constructive feedback and lots of support from leaders reward and recognise progress and achievements. Create short-term wins Set aims that are easy to achieve in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. Dont let up Foster and encourage determination and persistence ongoing change encourage ongoing progress reporting highlight achieved and future milestones. Make change stick Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture. Task 1: b) Change should not be done for the sake of change its a strategy to accomplish someoverall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization. Tata Motors was predominantly a manufacturer of commercial vehicles, and that is a very cyclical business. The commercial-vehicle market in India shrank by more than 40 percent, with massive consequences for both the top and, more particularly, the bottom lines of the company. The 110 million US$ loss was the first time something on this scale had happened in the companys history, and it really shook everybody within the organization. They tried to understand what had gone wrong and wanted to create a path for the future to ensure that they never got into such a situation again. So they decided on a recovery strategy that had three distinct phases, each of which was intended to last for around one and half years and 5 years in all. Phase one was intended to stem the bleeding. Costs had to be reduced in a big way, and that was going to be a huge challenge for a company that was not only the market leader but had been used to operating in a sellers market and employing a cost-plus approach to pricing. Phase two was to be about consolidating their position in India, and phase three was to involve going outside India and expanding operations internationally. Task 1: c) To be an effective leader of an organization requires you to do five things: Understand and interpret the environment in which he operate Develop winning strategies Execute them brilliantly; Measure the impact of your strategies followers. If you get results, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated. Develop organizational, departmental; the world wont retain the support of your followers team and personal capabilities. Team building is an application of various techniques of Sensitivity training to the actual work groups in various departments. These work groups consist of peers and a supervisor. Task 2: a) In recent times Tata Motors have faced a lot of challenge especially from the growing competition and globalization. To fight back these external evils, Tata Motors came out with plans of expansion to fight back competition via mergers and acquisitions and to fight back globalization it decided to cut costs and thereby introduced the worlds cheapest car. But all these activities had severe implications on its internal organizational change. Change was seen both on the management and at the employee level. At the management level change was seen for cutting costs and providing the cheapest car to the world market and at the employee level change was seen because of the much needed Tata Motors to merge with Daewoo, which caused a lot of change in its employees. Task 2: b) Enterprise-wide change is undertaken as a matter of survival. It is not an option and it is not a whim. Change carries high costs in terms of human and physical resources, share prices, stakeholder insecurity, customer dissatisfaction, receivables and cash flow. The reality is often a painful period of change, during which resistance is high, morale is low, productivity is falling, and confusion is rampant. (Calvello Seamon, 1995) No organization undertakes this lightly. So, the question is, if the cause is just, the need is clear, the alternatives evaluated, and the path to success communicated so that anyone in the organization can see that the change is not optional but essential, why does the change fail? The answer, Just being right isnt enough: you have to win the hearts and minds of the people who will make the change happen. (Marsh, 2001) There is no disembodied organization that can be changed. Only the people within an organization can make planned change a reality by changing their behaviours and the ways they relate to one another. Implementing change in an organization forces people to alter how they relate to one another. Not only do their goals, processes, equipment, and reality change but the very way they deal with others in the organization changes. This causes anxiety and anxiety causes resistance. only people who instigate change enjoy it; other have to suffer it. (Marsh, 2001) Faced with forced change many employees feel threatened believing that they will lose power, prestige, competence, and security. They feel that what is happening is beyond their control, outside their sphere of influence, and they fear it. Depending on how the particular organization has managed past change, the fears may be well grounded in experience. Task 3: a) The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years.    Businesses have realized that people are more important, whether that be the customer or the employees.    Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces quality product.    The customer must be happy, and if the employees are not happy, they have a hard time making the customers happy.    Task 3: b) Stakeholder Analysis is the process that: Is intended for group stakeholders and Understands what stakeholders expect from the project and what they need in relation to potential risks Identifies actions to minimize project risks and maximize benefits by working with the stakeholders. This covers organisational stakeholder analysis but you might ask What do I do about directly involving people? There are two basic approaches to this which can be summed up as Representation v Delegation. Both have advantages and drawbacks. Representation: Attempts to take in the full range of views, interest groups and organisational units as part of the full decision making process. Characterised by democratic, committee-type decision-making. Advantages Disadvantages Covers full range of views An obvious route to gain widespread acceptance of decisions Involves people who may have limited knowledge of the subject area Slows decision-making Can result in compromises which dont really represent best fit in any particular area Delegation: Delegates responsibility to those identified as being best suited to the job. Advantages Disadvantages Work carried out by those with appropriate skills and knowledge Permits project to move forward more rapidly Acceptance relies on trust in those delegated may be an alien approach in the education culture Needs care to ensure that all relevant issues are properly understood and covered Task 3: c) A change management strategy identify, prioritise, engage and assess stakeholders. Explicit areas of spotlight include: Ensure that all key stakeholders have an adequate understanding of the objectives, timeline and process. Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected. Influence stakeholder attitudes to become more positive (or at least less negative) towards the initiative and/or the change that it will bring about. Establish an effective feedback loop between the stakeholder group and the project team. Task 3: d) The three greatest barriers to organizational change are most often the following. Inadequate Culture-shift Planning. Most companies are good at planning changes in reporting structure, work area placement, job responsibilities, and administrative structure. Organizational charts are commonly revised again and again. Timelines are established, benchmarks are set, transition teams are appointed, etc. Failure to foresee and plan for resultant cultural change, however, is also common. When the planning team is too narrowly defined or too focused on objective analysis and critical thinking, it becomes too easy to lose sight of the fact that the planned change will affect people. Even at work, people make many decisions on the basis of feelings and intuition. When the feelings of employees are overlooked, the result is often deep resentment because some unrecognized taboo or tradition has not been duly respected. Lack of Employee Involvement. People have an inherent fear of change. In most strategic organizational change, at least some employees will be asked to assume different responsibilities or focus on different aspects of their knowledge or skill. The greater the change a person is asked to make, the more pervasive that persons fear will be. There will be fear of change. More important, however, there will be fear of failure in the new role. Involving employees as soon as possible in the change effort, letting them create as much of the change as is possible and practical is key to a successful change effort. As employees understand the reasons for the change and have an opportunity to try the change on for size they more readily accept and support the change. Flawed Communication Strategies. Ideal communication strategies in situations of significant organizational change must attend to the message, the method of delivery, the timing, and the importance of information shared with various parts of the organization. Many leaders believe that if they tell people what they (the leaders) feel they need to know about the change, then everyone will be on board and ready to move forward. In reality, people need to understand why the change is being made, but more importantly, how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about change from their direct supervisor. A strategy of engaging direct supervision and allowing them to manage the communication process is the key to a successful change communication plan. Task 4: a) RELEVANCE OF THE MODELS OF CHANGE Kurt Lewin theorized that there are three stages to change: Unfreezing: Old ideals and processes must be tossed aside so that new ones may be learned. often, getting rid of the old processes is just as difficult as learning new ones due to the power of habits. Just as a teacher erases the old lessons off the chalkboard before beginning a new lesson, so must a leader help to clear out the old practices before beginning the new. During this part of the process you need to provide just a little bit of coaching as they are unlearning not learning and a lot of cheerleading (emotional support) to break the old habits. Changing: The steps to the new ideals are learned by practicing: W h a t I h e a r , I f o r g e t . W h a t I s e e , I r e m e m b e r . W h a t I d o , I u n d e r s t a n d . Although there will be confusion, overload and despair, there will also be hope, discovery, and excitement. This period requires a lot of coaching as they are learning and just a little bit of cheerleading due to the affect of Arousal Overloading. Refreezing: The new processes are now intellectually and emotionally accepted. What has been learned is now actually being practiced on the job. Just a little bit of coaching is required and a lot of cheerleading is used to set up the next change process. . . remember it is c o n t i n u o u s process improvement! Task 4: b) 1. Formulation of a clear strategic vision: In order to make a cultural change effective a clear vision of the firms new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change. 2. Display Top-management commitment: It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings Worley, 2005, page 490). The top of the organization should be very much in favour of the change in order to actually implement the change in the rest of the organization. De Caluwà © Vermaak (2004, p 9) provide a framework with five different ways of thinking about change. 3. Model culture change at the highest level: In order to show that the management team is in favour of the change, the change has to be notable at first at this level. The behaviour of the management needs to symbolize the kinds of values and behaviours that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, it must be made clear that the current organizational does not need radical changes, but just a few adjustments. 4. Modify the organization to support organizational change: The fourth step is to modify the organization to support organizational change. 5. Select and socialize newcomers and terminate deviants: A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture. 6. Develop ethical and legal sensitivity: Changes in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control, equitable treatment and job security. Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and substantially different from what prevails in existing cultures. Cultural innovation is bound to be more difficult than cultural maintenance. People often resist changes hence it is the duty of the management to convince people that likely gain will outweigh the losses. Besides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. The organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense unique. Organizational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with in. The organization turns into a sort of clan. Marsh, Christine. (2001, March). Degrees of Change Resistance or Resilience. Performance Improvement, v40 n3 pp 29-33.

Wilkie Collins’ The Woman In White: 19th Century Victorian femininity e

Wilkie Collins’ The Woman In White: 19th Century Victorian femininity exposed through the accounts of multiple narrators Readers of nineteenth century British literature imagine typical Victorian women to be flighty, emotionally charged, and fully dependent on the men in their lives. One envisions a corseted woman who is a dutiful wife, pleasant entertainer, and always the model of etiquette. Wilkie Collins acknowledges this stereotype in his novel The Woman in White, but he contradicts this image by creating strong women in the characters of Marian Halcombe, and to a lesser extent, of Laura Fairlie. Collins also explores these powerful women in relation to marriage, and their loss of identity in becoming a wife, as exemplified by Madame Fosco. He reveals personal details about the women by employing a journal-style novel, one in which most characters have the ability to describe the action in their own words and thoughts. In this way, Collins can craft a mystery where both sexes are in a constant power struggle and the women are as well-equipped to be detectives as the men. The character of Laura Fairlie is an interesting one to explore; on one hand, she appears to be the embodiment of Victorian sentiment. Laura is emotional and considered very feminine by all narrators in the novel, and initially seems to be controlled by men because of the promise she makes to her father on his death-bed. Her consent to this loveless marriage with Sir Percival Glyde also proves her to be stronger than an average Victorian woman might be; she is a moral, respectable woman, whose conscience will not let her betray the promise to her father for an alternative escape. The reader first meets Laura through Walter Hartright’s eyes, and... ...ntellect with regard to detection and solving a mystery. In The Woman In White, Wilkie Collins employs a changing narrator that gives voice to powerful women and their struggle against the oppressions of marriage. With the characterizations of Marian Halcombe and Laura Fairlie, he dismisses the outmoded notions of Victorian womanhood, and places equal power between the men and women in his novel. Madame Fosco is representative of the passive Victorian woman, and her extreme change in character forces the reader to examine the negative aspects of marriage for these women more closely. With the distinct accounts of different authors, the reader is able to gain insights into these women and their motives for accepting or denying their gender roles in the novel. Works Cited Collins, Wilkie. The Woman In White. Oxford University Press, Inc: New York. 1996.