The Mask in Lord of the Flies

Ralph demonstrates many different dimensions in his character in the first four chapters of Lord of the Flies, by William Golding. Ralph is portrayed as the novels protagonist but unintentionally sways towards evil at some points in the novel. Golding describes him as the largest boy on the island, but has a â€Å"mildness about his mouth that proclaims no devil† (page 7). His size, demeanor and use of the conch shell prove him to be the chosen leader of the group of boys on the island. He is the direct representation of order, leadership, civilization and innocence.Ralphs innocence is shown early on in the novel when he is unable to comprehend why the other boys chase their barbaric instincts and focus solely on killing the piglet, whereas he rather work towards a common goal, and proceeds by organizing a signal fire to be made and building shelters. His innocence is also proved when he accidently spills Piggy’s nickname, which he was not to tell anyone. When Piggy get s upset over this, Ralph apologizes and shrugs it off not knowing the damage he unintentionally caused Piggy.Ralph discovers a use for the conch shell; he brings the boys together and discusses how they should proceed, with building shelters, a fire and hunting. Ralph takes into account the litluns fears of the beastie, by putting great importance on building shelters to provide a sense of protection and ‘home’. As Oldsey and Weintraub state in The Art of William Golding, Ralph occupies himself â€Å"doing what must be done rather than what one would rather do† (page 22). Proving him to be the protagonist in The Lord of the Flies.

Dramatic Conventions

Dario Fo- Can’t Pay? Won’t pay! Can't Pay? Won't Pay! Is based on Dario Fo's â€Å"Non Si Paga? Non Si Paga! â€Å", a political work that he wrote to highlight the dilemma of ordinary Italian workers during the economic crisis of the 1970s. It is said that through Dario Fo’s plays he becomes both the peoples entertainer and the peoples spokesman. What is meant by this is that Fo better connects with his audience by entertaining them with their own thoughts. He speaks for the audience and stands up for the working class citizens and political injustice.His play implied that he had full support for the lower class workers even though they commit crimes. He believed that they had no other choice than to do so, they only did it to survive. Throughout Can’t Pay? Won’t pay! Fo uses various dramatic conventions. One Dramatic convention that Fo uses to better connect with the audience is the breaking of the fourth wall. In drama the fourth wall is the in visible wall that stands between the actors on stage and the audience, it separates the world and situations created on stage from our reality.What it means to break the fourth wall is that the actors have broken down the theoretical wall between the world on stage and reality, making the audience aware that they are in fact watching a play. The way that Fo breaks down the fourth wall is by the use of the same actor in multiple roles. The character of the sergeant, inspector, old man and undertaker was played by the same actor. Fo did this to create a realisation in the audience that they had seen the same man previously making them aware that they are in fact watching a play therefore breaking down the fourth wall.Another dramatic convention that Fo’s uses throughout Can’t Pay? Won’t Pay! Is the use of slapstick humor. Slapstick is a type of comedy involving exaggerated physical violence or activities which exceed the boundaries of common sense, such as in the scene where Margherita and Antonia are convincing the inspector that Margherita is going into labour when she really just has stolen goods hidden underneath her shirt. By using this style of comedy Fo connects with the middle class working man. Though this style of comedy is extremely entertaining Fo in fact is distracting us from his real point.The point that he is trying to make by using this style of comedy is saying that the government is like the style of comedy how they exceed the boundaries of common sense. Another dramatic convention used throughout the play is black humor. â€Å"Can’t Pay? Won’t Pay! † Also deals with death. This happens when the sergeant accidentally bumps his head and fall unconscious. Whilst trying to revive the sergeant Antonia and Margherita give the sergeant hydrogen, which does not revive him but causes his belly to swell.This makes them believe that they have killed a policeman. Black humor made up of domestic violence and death is one of the most unique assets of the drama. Coincidences also play an important role throughout the play. Using coincidences Fo brings comedy to his audience. One example of this is example is that when Luigi and Giovanni are having difficulty deciding where to hide the sacks without being caught by the authorities this is when the undertaker appears. So both Giovanni and Luigi decide to put the sacks into the casket so that they may not be found.At the end of the play, Giovanni and Antonia find both of them have stolen something and that both of them had hid the stuff in their house. Without This coincidence they would not have been lead them to apologize to each other in the end. Throughout Can’t Pay? Won’t Pay! Fo integrated real political events in his play. This play is based on a true event He was inspired by a consumer revolt during the economic crisis of the mid-1970s in which people had declined to pay inflated prices.Increased living costs and higher unem ployment rates at the time made it difficult for the working class to survive. In this play, Fo let people of the lower class and working class such as housewives and factory workers, revolt to fight for their own rights of survival. For my practical work with a monologue from Can’t Pay? Won’t Pay! I had played the character of Giovanni. I had recreated the scene from act one where Giovanni cleans up after Margherita’s water breaks. The character Giovanni is a man of integrity.He would rather die than steal and had even claimed he would kill his wife if he ever found out that she has stolen. He created Giovanni to mock those in society who obey the government under any circumstances. This scene perfectly illustrates his point. In this scene we see that Giovanni is quite naive to the process of childbirth and is willing to accept it even though it makes no sense whatsoever. This is shown in the line â€Å"Blimey, all this water! But what a strange smell, like vi negar†¦ yeah, sort of brine. I’ll be damned I didn't know that before being born we spent nine months brine? †.As we can see Giovanni is extremely gullible and will believe almost anything that he is told, this also adds to the comedic element of the scene. Dario Fo’s play â€Å"Can’t Pay? Won’t Pay! † Has used various types of dramatic conventions such as black humor, the breaking down of the fourth wall, use of slapstick humor and coincidences. These features are why Can’t Pay? Won’t Pay! Has become one of Fo’s most famous works of drama. Fo’s Trait of writing politically controversial plays about working class has changed views on political injustice and has successfully obtained the support of audiences everywhere.

Climate Change Paper Essay

Global climate change is one of the most urgent environmental problems we have to acknowledge today. The world, as we have observed and recorded data over the last several decades, is in the midst of an unexpected alteration. Temperature in the winter season is changing more than other seasons and mid to high latitude positions are showing comparatively bigger changes than those of low latitudes. The water vapor, carbon dioxide, ozone and many other chemical compounds in the atmosphere which absorb thermal radiation emitted by Earth’s surface and atmosphere, are increasing, contributing to the significant changes in our global climate. Over the past one hundred years, Earth’s average surface temperature has increased by approximately 0.74 degrees Celsius and for the past 16 years from 1995-2010, 15 of those years were among the warmest years in the instrumental record of global surface temperatures since 1850. (IPCC, 2007) It has been shown that since the start of the Industrial Revolution, atmospheric carbon dioxide concentrations have risen exponentially and steadily as a result of the combustion of fossil fuels as an energy source for industrialized nations and developing nations alike. Apart from that, deforestation also play a major role in global warming as forested lands are typically cleared and burned for farming. The sea levels have as a result of the associated thermal expansion of ocean waters and melting of glaciers, shown to rise at a rate of 1.8 millimeters per year in the past century. A rise in sea levels will have serious implications on coastal environments or small islands from the perspectives of both natural ecosystems and human populations as a large portion of the human population live in coastal areas. There would be direct inundation of low-lying wetlands and dryland areas, increased salinity of estuaries and aquifers, heightened storm surges and floods. Apart from that, changes in the global climate patterns will exacerbate an already increasing problem of feeding the world population, which is predicted to increase to approximately 9 billion from the current 7 billion by 2050. Dominant food crops like corn, rice, wheat, are likely subjected to  abnormal changes in  temperature and moisture that control growth, survival, and reproduction. Shifts in the geographic range of some crop species may result in significant changes in regional land use patterns that come with social and potentially hefty economic costs. According to a major study conducted by the Environmental Change Unit at Oxford University which carried out a collaborative study with agricultural scientists from 18 countries to examine the regional and global implications of climate change, there would be an up to five percent reduction of global production of cereal crops and the current disparity in cereal crop production between developed and developing countries w ill be extended further. Results of the study, in general, showed that agricultural production in developed countries, which are mostly located in the temperate regions, would increase while agricultural production in developing countries as a whole, would decrease by approximately ten percent, exacerbating the widespread hunger issue common in those countries. As cultivation shifts polewards, plant growth and production would be largely affected by changes in the distribution of rainfall and the increase of ultraviolet radiation, and aggravated problems of salinity, erosion, and desertification. Extreme climatic events would also occur more frequently. Warmer temperatures may cause some crops to grow faster than usual and reduce yields during the summer time when the temperature goes above the optimum growing temperature. Aside from that, more extreme weather events like floods and droughts with extreme temperature and precipitation changes can prevent cereal crops from harvest at all. Take for instance, in 2008, the Mississippi River flooded just prior the harvest period for several crops, resulting in a massive loss of revenue for farmers. Also, pests, weeds and fungi favored by a warmer climate would continue to proliferate and build up resistance through sexual recombination, to pose an even greater threat to current domesticated crop varieties. Many pest, weeds and fungi thrive under warmer, wetter climates with increased carbon dioxide levels. Currently, farmers spend billions of dollars every year to combat these threats and with the changes in climate, it is predicted that the ranges of  weeds and pests are likely to expand northward, potentially creating new problems for farmers’ crops previously unexposed to these species. In order to combat climate change from an agricultural standpoint, farmers can adapt by adjusting planting patterns, practice soil management techniques in response to the changing weather patterns. There are various methods like contour and strip cropping and no-till† reduced tillage that can help prevent soil loss due to wind and water erosion. Similarly, farmers could consider planting trees and shrubs for the purpose of providing wind barriers to reduce soil erosion. Apart from that, crop rotations like the planting of corn for a growing season and soybean the next growing season, limits the likelihood that pests can proliferate and potentially reduce use of nitrogen fertilizers. Farmers could also apply manure or leguminous cover crops in place of chemical fertilizers. While such methods are useful to combat climate change, some of the methods may not be feasible in certain areas and even if they are feasible, the yields will not necessarily match the amount of conventional farming. As the climate changes, the demand for Federal risk management programs may increase and farmers could potentially invest in the development of droughttolerant varieties and even consider biotechnology. Genetically modified crops, made for the purpose of higher yields and little to no use of chemicals, may potentially negate the effects of climate change to a large extent if it is easily made and widely implemented. Unfortunately, there are limitations in each technology and it takes a variety of ecosystems to make changes that will cause a significance, in reducing the impact of climate change. References Jones, R., Ougham H., Thomas H., Waaland S. (2013) Flooding deprives plants of oxygen, affecting respiratory processes, gene expression and acclimatory changes in structure. The Molecular Life of Plants, First edn. New Jersey, Wiley-Blackwell. 15: 564-565 IPPC (2007) Intergovernmental Panel on Climate Change Sheaffer, C and Moncada, K. (2013) Introduction to Agronomy: Food, Crops, and Environment. Second edn. New Jersey, Wiley-Blackwell. 8: 51-89 Agrios, G.N. (1997) Plant Pathology, Academic Press Rosenzweig, C. et al. (2000) Climate Change and U.S. Agriculture: The Impacts of Warming and Extreme Weather Events on Productivity, Plant Diseases, and Pests, Center for Health and the Global Environment, Harvard Medical School (http://www.med.harvard. edu/chge/reports/climate_change_us_ag.pdf) Oerke, E.C. et al. (1994) Crop Production and Crop Protection: Estimated Losses in Major Food and Cash Crops, Elsevier Epstein, P.R. (1999) Climate and health. Science 285, 347–348 Harvell, C.D. et al. (2002) Climate warming and disease risks for terrestrial and marine biota. Science 296, 2158–2162

Racism - Malcolm X - Black History Month Essay Example | Topics and Well Written Essays - 250 words

Racism - Malcolm X - Black History Month - Essay Example He felt the pain of segregation but unlike most people, he strongly desired for a change in his community. He knew that something had to be done, and he knew that he could do something about the segregation. Malcolm emerged to be a very significant force for change that could awaken both those who lived and those that were to come. Racism in the United States went through construction and experience during this period. One of such experiences is the one Malcolm x experienced of how the blacks in the society of America were mistreated and neglected. Through the experiences of Malcolm x, it showed that the blacks could be perceived and treated like second-rate human beings. Malcolm redefined the geographical terrain and the tenor of the black politics. He redefined the governance system in America as a better and bigger form of segregation and harmful to the rights of the blacks. Malcolm x change the way people interpreted the civil rights act by affecting their existing definitions and interpretations. Malcolm x succeeded in making people unites so as to gain a racial pride through fighting for their

Operations Strategy Coursework Example | Topics and Well Written Essays - 2750 words

Operations Strategy - Coursework Example The paper begins with business description and SWOT analysis of each of these three fast-food chains. From the SWOT analysis and business background information the paper shall identify the key operations performance objectives for each company and relate them to their competitive factors. The paper shall then conclude by identifying which internal performance objectives that McDonald’s, Subway and KFC need to focus on in their operations strategy if they are to remain competitive in future. 2.0. Business description and SWOT Analysis 2.1. McDonald’s McDonald’s Corporation franchised and operated a total of 32,737 restaurants in 117 countries as at end of 2010. This essentially makes it the biggest fast-food retailer in the world. McDonald’s revenues come from sales by its own restaurants and fees – in form of royalties and rent – from its franchised restaurants. Fees levied to these franchises vary depending on a myriad of factors stipulated in the franchise agreement that typically runs for 20 years. McDonald’s realised sales slightly in excess of US$ 24 billion in 2010 which was a 6 per cent increase over the 2009 revenue figures (McDonald’s, 2011). The business is managed as distinct geographic segments, namely: the US, Latin America and Canada, Asia/Pacific, Middle East and Africa (APMEA), and Europe. The bulk of its revenues originates from Europe, US and APMEA in that descending order. Within Europe, more than half of the company’s revenue comes from three countries: France, Germany and the UK. The UK therefore is a major market for McDonalds. Also according to the 2010 Annual Report, restaurants in the U.K., France and Russia are entirely company-operated (McDonald’s, 2011, p.14). 2.1.1. SWOT Analysis Strengths McDonald’s is the global market leader in the retail fast-food industry. Its huge international presence enables it to benefit from economies of scale that bring dow n its costs which supports its low-cost pricing strategy. Additionally, this huge international presence, allows the company to spread risk thus so as to reduce negative effects that may emanate from poor economic performance of certain countries. The McDonald’s brand, which is among the world’s best known is another source of strength as the company benefits from all the advantages that accrue due to brand recognition and loyalty such as increased sales. An additional strength for McDonald’s comes from its large real estate portfolio. McDonald’s real estate operations bring in large revenues and allow it to open more stores. Moreover, the strategic location of McDonald’s outlets – in areas of high visibility, traffic volume and ease of access – further strengthen its brand recognition. The company has also continued to innovate in terms of its menu variety – for example introducing limited offers, introduction of healthy salad s and shakes – and restaurant re-imaging. McDonald’s â€Å"Plan to Win† strategy that focuses on people, products, place, price and promotion that has been in operation since 2003 is also another source of strength as it shows alignment with the company’s corporate strategy. Weaknesses According to Zagat’s 2011 fast food survey, despite being the global leader in market share, McDonald’s was ranked third in the overall ratings of retail mega chains. This implies that the company’s average for food quality, facilities and customer service is lower than expected from its strong brand. Threats Rivalry among competitors in retail fast food industry is intense and it is slowly gravitating towards price competition largely because products and services offered by McDonald’s and its rivals are almost identical and there are virtually nil

Reaction paper Essay Example | Topics and Well Written Essays - 250 words - 6

Reaction paper - Essay Example That he was a former Jew and an insider makes what he is saying believable. There is no doubt that there are things about the World Wars that we are not aware of. Whether they were dispensable pieces of history or intentionally left out so as not to tarnish the image of the bloodshed in the Holocaust and to make those atrocities take an impact in the minds of people is something worth asking. What is very evident from the introduction of the speech was that it fully takes on an anti-Jewish approach or to say it directly, it is very anti-Semitic. â€Å"Here in the United States, the Zionists and their co-religionists have complete control of our government† (Freedman, n.p.). Benjamin Freedman tells us that what happened are all products of the propaganda of powerful Jewish people but I can’t stop feeling that in some way he has propaganda of his own. Throughout the speech he was very persuasive among Christians to take a second look at the lies Jews proliferated and how they have been kept in the dark all these years. Perhaps it was the best tone to convince people to what he is saying but the generalization of Jews makes it uneasy to take in without a second thought. It is very effective in that even I now begin to reconsider my knowledge of World War II and how it has portrayed Germany and rethink whether it was truly a genocide or just plain casualties of war.

Performance Management Evaluation Research Paper

Performance Management Evaluation - Research Paper Example The performance was evaluated keeping the standard appraisal in mind. The method used in this task to evaluate the individuals was peer rating. Peer rating is the method of appraisal in which the one individual is asked to rate the other peers on the basis of their performance. After the introduction of incentives, it was observed that the performance of individuals increased many folds and people were more eager to work on the task. Simply put, Performance management can be stated as the kind of management that keeps a check on the ongoing progress and ensures that goals are being met in an effective and efficient manner. Meeting the required goals that individuals or groups have set up for themselves is of very high significance and studying the effect of the factors that hamper or catalyze the performance is equally important. By understanding the effect of the factors we come in a better position to control those factors according to our needs. To comprehend the significance of these factors, we were required to do a practical and were asked to design a 15 to 20-minute task to be administered in a controlled environment. By conducting this test, using reward systems and analyzing performance appraisals and improvements, we realized that there was a sound relationship between performance outcomes and the factors that influence them. The requirement for this task was to understand the importance of the environmental factors that are present to influence the outcomes of the performance of individuals. Individuals were kept under strict observation and every factor that might help or hamper the outcomes of the tasks is noted down. Observational research is conducted. In a controlled environment, the class was taught how to make tomato, cheese and ham toast sandwiches by the invigilators ant their performance was monitored. They were asked to complete a required amount of sandwiches in a set time. This monitoring was first done under normal circumstances to measure the standard performance ability of the group.  

Logistics and Supply Chain Management Case Study

Logistics and Supply Chain Management - Case Study Example Examples like Wal-Mart and Benetton are in front of us where logistics transformed the form of core competence which is strategically positioned for bringing market success for the organization (Drew & Smith 1995). This, on one hand, gives a competitive advantage to one organization, on the other hand, it is achieved at the cost of exploiting the other. Such exploitation in market terms can be labeled as 'weapon' that once used against the competitor provides benefit at the cost of bringing loss to the competitor. This can be illustrated by the fact that an organization can increase or decrease the goods supply to the market or can purchase the services of major supply chain companies irrespective of the fact he uses them or not, but to choke other companies particularly competitors from getting supply chain services for their goods supply. Unless the competitor is efficient enough to detect what is going on behind the curtain, he is unable to rectify the cold war being played agains t him by his rivals. However, Drew & Smith (1995, pp. 24-33) points out that excessive exploitation can produce dangerous results if the organization adopts a rigid behavior. Similarly, this 'explosive weapon' can result in fatal blind spots if used in a single direction without considering other factors. For instance, supply chain integration once stops at the factory door may annoy large organizations to exploit more but since logistic firms are aimed to improve their performances, such exploitation will probably not work. Traditional supply chain delivers limited value to companies for which there is a political competition going on among competitors. In contemporary fast-paced supply chains, managers or CEOs lack insight into the ripple effects of their decision (Boyson et al 2004, p. 99). Logistical challenges are confronted by the firms who not only assume a static environment but look at each problem individually. For instance, a company when switches from long-term contracts to short-term buys it suffers temporarily for the decision will influence the logistic options available to the organization including short-term variability, the price of the product and supplies.   With the lengthening of supply chains, logistics executives are increasingly taking the onus on their shoulders for anticipating and eliminating a greater number of risks. Though contemporary stakes are high that what they were five years ago resulting in an average profitability loss of 107% (Logistics 2009). But at the same time CEOs are struggling to prioritize the overwhelming number of risks that indirectly leads to unfocused plans and poorly coordinated responses (ibid). Competing with others become critical for the logistic firms when there is a concern to reduce costs while continuing to guarantee the quality of products. This requires ensuring efficient execution of outsourced activities in a complex trading and production scenario which is a difficult phenomenon in a compet itive environment. In this context, it is indispensable to identify, evaluate and extenuate potential disruptions in SCM in a systemic manner so as to control or minimize the risk of product recalls (Gomer 2009).

Australia's immigration policies Essay Example | Topics and Well Written Essays - 2000 words

Australia's immigration policies - Essay Example Ten percent or 4,000 of the annual migrants to Australia are carriers of hepatitis B virus, said Professor Boughton in 1988 (hepatitis vaccine researcher) (Daily Telegraph 1988, as cited in McCormack 2003). Syphilis has drastically increased due to migration since the 1960s (McCormack 2003). Leprosy- and tuberculosis-afflicted migrants also passed undetected during screening according to the Australian Health and Medical Research Council in 1987 (McCormack 2003). These cases of infectious disease carrying migrants and refugees alarm the government as mentioned in the Medical Journal of Australia (McCormack 2003). Dr. Rouch (Victoria Chief Health Officer) reported that 10 African migrants in Victoria were later discovered to have AIDS in 1989 (McCormack 2003). Cases of migrants bringing in diseases with them pose a grave concern for the government. Diagnosis, treatment and indirect cost (e.g. lost productivity, premature death) of the country for Hepatitis B is more than $50 million annually, as reported by Mr. Paul Gross (Director, Institute of Health Economics and Technology Assessment) in 1987 (McCormack 2003). The government is partly to blame for being lax in the screening process. But once discovered, the government resorts to deportation of immigrants instead of providing them with the necessary treatment. In the past, 19 Chinese (should be 20 but one escaped) with leprosy in Little Bay Lazarette hospital (Sydney) were shipped back to Hong Kong (The Age, 1896, as cited in McCormack 2003).

The Road to Disappearance Essay Example for Free

The Road to Disappearance Essay The Road to Disappearance: A history of the Creek Indians was written by Angie Debo, a native of Oklahoma. She had curiosity of the life and history of the â€Å"creek Indians’ which is also known as the ‘Muskigees’. These people are later on named as ‘Creek Indians’ because they thrive on the Creek areas or besides rivers and canals. This book was written in 1941, a part of many books about Creek Indians that was written by the author as she was teaching history in the University of Oklahoma. Basically, the book gives the reader the story of the ‘Creek history’. It covers the years from 1725 up until 1906. It tackles the experiences of the Creeks as a nation and their interaction and relationship with the Washington government as well as with the states that they occupy namely, Alabama, Georgia and Kansas. Throughout the book, the author kept on presenting data and facts that serves as evidence of her arguments regarding the fast paced obliteration of the ‘Creek Nation’. She also cited accounts of the attempts and struggles made by the Creeks as the State and Federal government draft laws that somehow keep these people marginalized and controlled. The first chapters in the book cover the discussion of the Creek Nation’s history, which, as Debo pronounced was ‘lost in legend’. There are those which talks about coming from the ‘huge mountains†¦a migration toward sunrise†¦ the crossing of a great and muddy river and the occupation and conquest of their eastern home’. These chapters also talks about the Creeks relation with other Indians and some of their customs, beliefs and practices. The third chapter offers the beginning of the destruction of the ‘Nation’ that was followed by conquers and the war with these conquerors. Chapter VI shows that after devastation, the ‘Creeks forms a nation again’, nonetheless the proceeding chapters shows and discuss rivalries and conflicts inside the ‘Nation’ itself. In chapter IX there was a moment of peace, nonetheless it does not stand for long as what Debo believes to be happening right now is the ending of the tribe. The book was well written and provides a good overview of the history of Indian Americans in general and Creek Nation in particular. It helps the readers understand what was the life that these people has to endure and the history that they have along with their distinct culture, beliefs and traditions that were slowly being eroded by modernization and ethno racism. The book was obviously in favor and in support of helping the Creek Indians get the rights, respect and recognition that they properly deserved. The author has successfully point out the different period in history that the Creeks have been oppressed and how the government policies are hurting and demeaning the Indian population. The author has successfully laid the foundation and evidence that will make the reader question the legitimacy of the laws and policies that the government has made in the past and today. It somehow expands the horizon of what I know about American Indians. Moreover it helps me understand their situation. The author made me feel how wrongly the Creek Indians are treated. Along with illustrations, the book successfully captures sympathy and understanding from its readers. This I think is the main purpose of the book aside from being informative. There are a lot of things that I have learned from the book aside from the different Indian tribes and the way they live. I also found about how they are treated and what their history in connection to my own is. Understanding the difference between us (the Creek Indians and me) and the fact that we are living in the same country, give me a higher regards and respect for their abilities and their being the real owners of the lands in which we (Americans) thrive. To further understand the book and to find the topics more easily, there an index at the end that can make reading easier especially when looking back and looking for terms in relation to other topics in the book. The book also contains maps aside from illustrations. These maps are important to help the reader’s picture in their mind the length and area that the Creek’s covers. There is also a page that contains other works created by Angie Debo which are also related to the ‘Creek Indians’. I definitely recommend this book for people who would like to know about the Creek’s life. It is thorough and it refers to the problems of the Creek in a straightforward manner. Although it is somehow bias, it delivers a good stance in regards to the life and the rights of the Creek people. The readers would enjoy the way the book is written eventhough it talks about history. The author has the ability to look at the subject matter in an inclusive perspective, such that the reader will feel as though they are pat of the history that they are reading. This is a must read for enthusiast and non enthusiast alike and I recommend it for a deeper understanding of the culture and the people that once been the sole owners and cultivators of the American land. Work Cited: Debo, A. The Road to Disappearance: A History of the Creek Indians. Norman. 1941, 1967.

Agora A Bangladeshi: Largest Super Store

Agora A Bangladeshi: Largest Super Store 1.0 BACKGROUND OF THE STUDY: The MBA program is designed to focus on theoretical and professional development of people open to take up business as a profession as well as service as a career. The course is designed with an excellent combination of theoretical and practical aspects. This assignment provides us to link up their theoretical knowledge into practical fields. In this connection, I was assigned to AGORA Super store Ltd., department for my practical orientation. Students are required to prepare an assignment under the guidance of supervising teachers on a selected subject matter to highlighting his experience and to conduct an in depth analysis on the subject matter. I have tried my level best to present my experience of the practical orientation in this assignment. 1.1 OBJECTIVES OF THE ASSIGNMENT To present an overview of Agora Super store. To appraise the Agora Super store Innovations and how store try to adjust with the Innovations. To identify problems store faces before the innovation. To suggest suggestions for the development of Store after the innovation. 1.2 METHODOLOGY OF THE STUDY The scope of this assignment is limited to the overall description of the company, its services, and its position in the industry and its marketing strategies. The scope of the study is limited to organizational setup, functions, and performances. (II) PRIMARY DATA WERE COLLECTED The primary data had been collected in various ways. The different sources were: Companys Website. By the companys HR division. Observing various organizational procedures. (III) SECONDARY DATA WERE COLLECTED From prior research report from the organization From different books and periodicals related to the store. From Newspapers and Internet. 1.3 LIMITATIONS Large-scale research was not possible due to time constraints. Relevant data and document collection were difficult due to the organization confidentiality. Non-availability of data in a systematic way. EXECUTIVE SUMMARY This whole report is a detailed study on a Super Store and how this store adopt with the technology, where Bangladeshi Super store called Agora has been chosen as a subject matter. However, this report only concentrates on the Bangladeshi branches. This report will be divided into a few parts and commences with an introduction. An introduction of the Store and the organization will give a brief picture of the analysis. The next part will be important work on academic literature which will help in better understanding of the whole cycle which includes triggers of Innovation, managing change, impact on organization, resistance of Innovations, how to overcome to resistance Innovation and management process. The next chapter will be on organizational analysis where all the information in academic literature will be related to the organization. There will be a thorough discussion on Technology introduced, steps taken by the management to deal with the resistance to Technology, evaluation of the Technology implemented as well as benefits and losses of the Technology. Further studies show the methods used (such as feedback forms for customers) to gather information to support the analysis in different ways. At the end of this assignment, there will be conclusions and recommendations for Agora superstore which can be done to improve the organization in respect to the current Innovation process. INTRODUCTION The technology that was selected by the concerned organization has led to innovation. Technology is the application of knowledge to the practical aims of human life or to the changing and manipulating the human environment. On the other hand, Innovation is a breakthrough approach or idea that can be completely new or idea that can be completely new or an enhancement to something that already exists, it is a refreshing perspective that will challenge many who just cannot see beyond what their own experience is telling them to think or do. (Stephen w. brian, GPE, IBM, Asia pacific, Elearn (2005, pp.2-3) refers to Innovation Management as periods of upheaval when radical action is required if the organization is to survive and prosper. As with any forms of Innovations, it is about moving from the current state to some desired future state. One of the prime change in our lifetime is the consistent and increasingly application of information managing technology. Managing technology is the continuous process which deals with technology replacing traditional private offices with the aid of technology. (Henry, J., Matle, D, 2003, p-266) Managing innovation is a step by step approach which deals with Innovation both from organization point of view and the individuals who are going to be affected by Innovation. Innovation is an important process for survival in this world. Before bringing any Innovations, it is important to know the causes of Innovations, reactions to Innovations and risks due to Innovations. The formal quantitative research process should not begin until the problem has been clearly defined. (Zikmund, 2000, p.115). The Super Store in the Bangladesh has been growing immensely year by year. Goods in Product vary from Store and area wise. However, many Stores had to be closed down due to the economic downturn that hit the world recently. There are many rules and regulation nowadays set by the government in Bangladesh to become the Superstore owner more responsible. The Largest Bangladeshi Superstore was founded by Mr. M. Hasan Ali. Agora is a Multi Super store that serves every necessary product for the people in Central city in Dhaka, Bangladesh. The first branch was opened a couple of years ago in central City Of Dhaka but now their branch is expanded the other entire metro city in Bangladesh. The main objective of the Super store is to provide high quality of products at a comparative price to the customer. The key success of the organization is that the management monitors the day to day operation which helps Agora to decide what, when and how Innovations can be introduced in order to provide better quality in all areas from time to time. Agora has crossed milestones, set records and redefined the dine-in experience ever since it started. Types of Innovation: Products and services innovation applied to products or services or market related activities. Operational- Innovation that improves the effectiveness and efficiency of core processes and functions. Business model- innovation that fundamentally. Business model- Innovation that fundamentally transforms the way a business works or drives revenue. How to be an Innovative Organization: Create a Strategic Vision. Establish innovation as a priority. Create organizational structures that promote collaboration Establish processes to convert ideas to Innovations Allocate the resources Train workforce on Creativity Tools Measure and Communicate results Recognize Creative behavior Reward Innovative results. ACADEMIC LITERATURE In Todays world to be a leader in industry you have to be innovative. Companies must be able to look forward at the strategy and know how to bring products to market faster than their competitors. Innovation is the key. Its not just for the technology, its for the business strategies as well (Handy, 1999, p.181) indeed, the way things are carried out and coordinated is essential to determine the success and failure of an organization. When organizations do not seem to be profitable, Innovations are introduced in order to have better outcomes. These Innovations might have been triggered from the outside or within the organization. Tidd et. al (2005, p.205) mentioned that external factors whether threats or opportunities have to be communicated to organizations in order to be innovative and have longevity. Customers seem to have greater effect on businesses as they are the ones who have the purchasing power. Requirements and tastes in customers selections Innovation from time to time in which organizations have to adapt to keep existing in the market. Competitors could be another factor which triggers Innovations. In Retail industry especially, customers have various selections of product and failure to follow their expectations will make the organizations lose out to other competitors. Setting up a business means it has to compete with existing competitors as well as potential competitors. Competitors are usually hungry for innovation and different strategies are used in order to be the market leader. Meanwhile, technology is another drive for Innovation that most organizations are now trying to adapt since it is the key to the new business era. Though technology tends to be obsolete very quickly, it is the fundamental factor of every business nowadays. Technology could speed up processes and work can be done more efficiently. However there are some factors to consider which makes a organization to technology oriented. The factor are given discussed bellow. Determined to new ways of operation: Its a difficult transition for the organization to replace the traditional working activities to technology concerned. So there should have some adjustments in terms of organizational cultures, the ways in which employees are working, performance measurement and rewards. Is the organization informational rather than industrial: This distinction refers to a management philosophy and style rather than to an economic sector or customer base. Here industrial context means the organizational structure and management processes are done through face-to-face incentives and employees remain specific workplaces. On the other hand informational means the activities are done through voice and communications. Open Culture and Proactive Managers: In this case the organizations have to be dynamic hierarchical, technologically advanced rather than a highly structured , command driven.. Also the managers have to be multifunctional , promoting and supporting a virtual-office initiative right from the start. Clear links between staffs, functions and time: Technology related organizations also do not depend on the specific locations or types of facilities. Here the concept of the parameters of the are important, such as whether the work executed over the phone, in person, via computer, or all of the above. How much time does the employee need to spend in direct contact with other employees , customers and business contacts? If a critical mass of corporate functions cannot work in an alternative work environment , the potential benefits may be too marginal relative to the required investment and effort. Proper tools, training, and techniques: To improve the technological oriented organization , all who are involved must be armed with a full set of tools, relevant training and appropriate, flexible administrative support.(Henry, J., Matle, D, 2003, p-268-270) Government plays an important role in bringing about Innovations as well. Different countries have different rules and regulations that companies need to abide to. Business policies are introduced by the government as to protect consumers and the country too. Nonetheless, these triggers are also accompanied by internal factors which have made organizations Innovation their ways in conducting business. Employees are the drivers of firms who will run the business. Employers have to make sure they are motivated and keep improving themselves for better productivity. When quality and standard of performance are degrading, management needs to find out the cause of it. Managing Change: Managing change refers to continuous improvements (CIPs) and creativity to improve both products and processes. The aim is precisely to design and implement a system whose natural equilibrium is constant and change. (Henry, J., Matle, D, 2003, p-230) Competitiveness and managing change: A clear demonstration pf how one understands the relationship between competition and strategic change, becomes imperative when the literature on management is considered. Any study of the nature of the nature of competition and managing strategic change is obliged therefore to do two things at the outset: first lay out the major approaches to these issues , and second make clear understanding competition and change.(Pettigrew, A., Whipp, R., 1993) Management Processes Organisations need to check from time to time if they are in line with their objectives. Once visions and objectives have been developed, management team will be able to take actions to move towards them. These can be answered by going through Innovation management. Ettlie (2006, p.97) refers to strategy making as the process of matching an organisations internal resources with environmental opportunities and risks to accomplish goals. Strategic management has three main stages; strategic analysis, strategic choice and strategic implementation (Johnson et al., 2008, p.12). Managers have to handle strategies in various situations as to meet corporate objectives. Strategic analysis could involve SWOT analysis and PEST analysis to assess the options for Innovation. (Source: Johnson el.al.) Figure 1: Strategic value Lynch (2006, p.450) describes SWOT Analysis as the analysis of the strengths and weaknesses present internally in an organisation coupled with the opportunities and threats faced by the organisation externally. Once the internal and external audits have been analysed, the next step will be strategic choice to identify the various options, evaluate them and selecting the best that fits with their desired goal. The best option will be implemented and a proper Innovation implementation needs to be planned for. According to Cook et al. (2004, p.58), managing Innovation can be described as consisting of four stages; set up, kick off, delivery and review. The stages come sequentially. Firstly, it is the set up, which entails letting people know about the Innovations that will be made and motivate them, looking out for the unexpected and assessing the state of the organisation in respect to their readiness to Innovation. Then, the kick off is the final preparation by putting everything in place which might require a project manager and good channels of communication. The delivery involves ensuring people responsible to carry out tasks. The final stage is the review by checking the feedback on how Innovation is affecting all parties involved and if it is yielding the desired results. According to Elearn (p.95), for Innovation management to be successful, management can conduct various strategies such as democratic, collaboration, participation, direction and coercion. Focus On People: Traits of an innovative Leader: Create an external focus: -define success in market items Be a clear thinker: simplify the strategy into specific actions, make decisions and communicate priorities. Have imagination and courage: takes risk on people and ideas Energize teams through inclusiveness: Connect with people, build both loyalty and commitment. Develop expertise in a function or domain: use depth as a source of confident to drive change. 3.2 Impacts of Innovations It is crucial to know how they handle failure (Coburn, 2006, p.179) Organizational Innovations are not easy to implement. Management needs to foresee outcomes of Innovations. Assessment needs to be done in order to find out whether the whole objective has been achieved and how Innovations affect the value chain of an organization. The activities within and around the organization are known as the value chain process. (Porter, 1995) (Source: http://www.learnmarketing.net/valuechain.htm) Figure 2: Value Chain of an Organization Hayes (2002, p.148) mentioned that people go through personal transition when Innovations are brought into organizations as Innovations are the beginning of something else. Reactions received from employees and customers might vary greatly. In short, everyone involved in the Innovation process is affected by the Innovations made by organizations. When one alternative is given up for another valuable alternative, it is called opportunity cost (Dibb et.al, 2006, p.395). The value of benefits offered is measured in monetary and non monetary form. Early judgment is made by management to choose the best option. Nevertheless, Innovations were never made if they were not for organizations better future. When a product or service meets customers needs, it happens to be a quality one. A quality product relates with employees good performance and improvement in reputation which will result in increased profits (Heizer and Render, 2004, p.190). These could only be achieved if management has a strategy in managing Innovations. Customers and employees feedbacks can be taken as a part of evaluation process. Whether it is beneficial or otherwise, management has to look at the bigger picture to determine the success or failure of Innovations imposed. Tidd et.al (2005, p.96) stated that a failed Innovation process could be a useful information for the next Innovation being enforced. Resistance to Innovations Human normally resist Innovations simply because they see it as a threat to their normal or familiar system of work, financial position, patterns of status and fairness of their security. Generally, the main reasons for resistance are as follows:- Economic Fears People are always concerned with any Innovations made by management because it could affect their income and their job security. But most importantly, they fear that either directly or indirectly, Innovation may affect their pay or rewards or they may undertake more responsibility for the same pay. For example, new shift system introduced by management may require employees to work extra hours without any payment adjustment. Inconvenience or Loss of Freedom According to Mullins (2002, p.823), if the Innovation is seen as a likely to prove inconvenient, make life more difficult, reduce freedom of action or result in increased control, these will be resistance people usually see Innovation, that it, would make life very difficult. Uncertainty People are not certain as to whether Innovation will be in their favor and most likely see it as having a negative impact. On promotion for instance, people may resist the uncertainty that whether such Innovation or promotion may demand more responsibility, which may affect their social life. Organizational Resistance If an organization has been adapted to their environment in which they operate, the whole value chain is already familiar to the organizations structure and policies. The organization as a whole can resist any Innovation which might affect the organization culture which the company has developed. Overcoming Resistance to Innovations Though, it is difficult to overcome resistance to Innovations, it is crucial to analyze the potential impacts on those whose jobs are affected. It is also important to involve those concerned in the Innovation process, so that they can contribute and make suggestions. This will result in reducing employees current fear. There must be a clear communication between employers and employees about Innovations implemented, either through written documents or a face-to-face communication with the workers. According to Pettinger (1996, p.502), resistance to Innovation can be lessened if: i participants see Innovations as reducing rather than increasing their workload. ii new wages of working accrued with prevailing attitudes values and beliefs. iii new ways of working are seen as benefits and not threats. ORGANIZATIONAL ANALYSIS AGORA however has been experiencing a few Innovations throughout their business years which are caused by several different factors, internally and externally. Their major trigger of Innovations introduced was because of the poor performance of sales made by AGORA recently. This has lead to bad reputation and image of the Store amongst its customers as well as potential customers. AGORA also wants to maintain the quality of Fresh Department that they provide so that they meet customers expectations. However, maintenance costs are quite high as all ingredients and sauces are brought all the way from different area in Bangladesh to maintain its quality. Workers in AGORA seemed to be de-motivated and disinterested in doing their jobs. Complaints had been received from customers for these workers were very slow in taking orders and even to serve Customer. As most of the employee are part- time, they lack of culinary skills and experience in serving customers. There was a poor coordination between communication Skills and Customer service experience. However, the major external trigger of Innovations was the customers of AGORA. The number of international customers was growing significantly. Numerous feedbacks have been received from customers who mainly complained about the service provided by AGORAs workers. They took ages to serve the customers. The poor performance of employees has irritated many customers who then preferred to go to AGORAs competitors. The existing competition has made AGORA to introduce Innovations to cope with the market. There was a room for technological advancement as AGORA faced a problem with time. Introducing new technology could increase the Customer orders accuracy and reduce customer complaints. AGORA had wanted to create a competitive advantage from the technological aspect. There was also a pressure from government in terms of rules and regulations of having part-time workers. Since workers of AGORA are all home and mostly student, they need to abide by law enforced. School leaving have been a real concern of the business because of the tougher regulations in place. Management Processes Strategic Analysis AGORA has developed objectives, which is an essential step for the organization about where the management team wants to be in the future. AGORA wants to increase customers and employees satisfaction, have a quality and productive workforce, improve operational efficiency, maximize the use of technology as well as have a financial success. AGORA had to analyze its internal and external environment, by using PEST and SWOT analysis. They had to start their analysis from within which began with their staff. Problems were identified after an analysis has been which were mentioned earlier in the Triggers of Innovations chapter. Strategic Choices AGORA is not the only Central City in Bangladesh its expand their business all over the Bangladesh thats why many competitors are in the market. Competitors grow like Family needs and on top of all that; AGORA has to compete with other types of superstore. Thus, AGORA had to provide customers with products or services that are perceived higher value or quality than those offered by rivals. In order to increase customers satisfaction, AGORA had asked for customers feedback as to improve their performance. Since most of them were not satisfied with the service offered and the decreasing quality of the product offered, AGORA found a few options to improve their performance. They could train their staff to perform better, bring more professional Staff from other departmental Store. Technology was an idea, introduced to the organization as a part of improving performance. Since there were always miscommunications between customers and employees as well as amongst employees themselves, a new technology called Palmtop seemed to be a good investment. It is a small machine which will pass orders keyed in by customer on online and send it to the customer service department as soon as possible. This however, requires knowledge in handling this Technology. When it came to handling employees, managers of AGORA had to brainstorm on effective means of improving workers performance. Some managers from different countries were brought to the Bangladesh as to help out the management. Options such as training and development, knowledge management and salary increased were considered. AGORA wanted to recruit an IT expert who can handle all kind of IT issues and gives training regarding technology.. Since the Bangladesh government has tightened its rules in employing Student workers, AGORA had to deal with this professionally. AGORA could either train Full time employees to serve the customer and handling the other related service. The process of acquiring foreign manager seemed easy but maintenance cost would be high. The latter would be time consuming, but provide better quality. Strategic Implementation and Innovations Adopted After evaluating strategic options, the management of AGORA had decided to make Innovations in their existing operational system. Management had a meeting with employees and informed them the Innovations that were going to be adopted. Though the company is keen in cost cutting, it does not want to compromise in terms of quality. Operating costs were also cut by reducing the break time of workers which would lead to reducing of wages. Meanwhile, the Innovation leadership team had made a survey with IT firms. After conducting a cost benefit analysis, AGORA had agreed with an IT firm to acquire the new technology by buying Palmtops and printers. Staff had been trained to improve customer service and standard. A training manual has been given to each employee. Employees were also trained on how to use those Palmtops confidently. The Innovation team had decided to internally motivate the staff instead of recruiting new staff. AGORA also started to deal with the government properly by going through a complete process of acquiring full time workers for the different positions. Once AGORA had adopted the Innovations, questions of continuous progression were raised by management. Management wanted to maintain the benefit of Innovations in an equilibrium position. Monthly meetings with employees were arranged and twice a year, AGORA would conduct a big meeting with managers. Resistance to Innovations and Overcoming Them Through a thorough investigation the management found a few drawbacks faced by AGORA. Product of AGORA opposed the idea of other store because now AGORA is trying to produce their own product as of their own brand name which will be the different than the other competitors in the market. Existing employee felt unsecured about their job since the introduction of new technology. They thought management would reduce the number of workers because of the Palmtop acquirement. Meanwhile, some others were afraid of being replaced for not knowing how to handle the machine. Management made a crucial move by giving adequate training in technology to all staff and delivery was monitored for every customer. The challenging part of the Innovation was to train the part-timers. They did not think it as beneficial to them since the training did not ensure an increase in salary and they did not plan to stay longer in the field. AGORA managers then decided to give certificates for the training program and it actually attracted more students to join the organization. BENEFITS TO THE ORGANIZATIONS There were a few opportunity costs involved as AGORA was trying to cut down the maintenance and operating costs. Nonetheless, this is to provide higher profits for AGORA in the future. It is evident that sales curve has been moving upwards since these Innovations were adopted. Financial performance has shown an increase for both branches of AGORA. Although there were negative feedbacks from employees, their standard in serving customers were also improving by miles. The length of time from ordering to serving foods was cut by half of time because of the new technology employed. Employees were seen more serious and motivated in doing their work too. Since customers are the greatest assets of AGORA, they are the ones who get the most benefits. They receive better service, higher quality of food, and unforgettable experience from AGORA. Despite the lower operating costs, quality of food seems to be improving. Customers believe that AGORA has really improved its operation. AGORA now has more customers than it did months ago. Financially, AGORA has becoming more profitable and an enjoyable place to eat at. CONCLUSIONS AND RECOMMENDATIONS It is no secret that AGORA has seen great improvement after Innovations have been introduced. It has been a long process since the realization for Innovation occurred until now, when some of the Innovations have been implemented. Today some of the Innovations have been adopted, and the problems and struggles seen when Technology was brought about have been perceived. Evidently, AGORA has experienced major benefits from Technology that was implemented. It has been noticed by management and staff at AGORA that Technology is necessary, and even though it presents difficulties, and involves people to get out of the comfort zone, in the end if managed appropriately, Innovation brings positive outcomes. Nevertheless, Innovation should be an ongoing process in any organization, and it should be like that for AGORA as well. Even when some of the Innovations are fully implemented and adopted, management of the organization needs to remain focused on constantly finding new triggers for Innovation so that the organization remains in constant evolution. Therefore, below are recommendations made for AGORA: A timeline should be set until all identified Innovations are adopted. It is important to realize that not all the Innovations have the same priority, and not all of the Innovations need to be implemented at the same time. The timeline should be broad and well planned and Innovations are prioritized. A very thorough cost analysis should be done on new Innovations that are to be implemented. AGORA should be very careful not to have higher opportunity costs than the benefits that any Innovation may bring. Whenever there are options, the potential benefits of an option should be quantified, and then compared against the implementation costs. If the implementation costs are higher than the benefits, such option should not be considered. AGORA should take advantage of the Bangladeshi fair trade as for the ingredients needed. This would stem the tide of AGORAs spending and reduce operational costs. AGORA should also start a deliberate policy of training and re-training their human resource personnel. AGORA should motivate their staff through better remuneration and emoluments; this is to make them give their best to AGORA. The use of technology should be perfected to help the operation of AGORA from the waiters to the chefs in the kitchen. There should be a synergy between them. Finally, communication needs to remain an important trigger for Innovation. It is at the center of evolution in any organization, as this is what helps identify areas of weakness or areas where Innovations may be implemented. In addition,

The levels of organizational change readiness

The levels of organizational change readiness This chapter will show my devised framework of the transformation change model to assess the level of readiness for change at AFH,across departments and units; to answer the major and minor research questions; and to achieve the research objective. The devised framework will be examined and evaluated by the use of its different variables in this paper. This chapter will illustrate the research problem, sampling method, propositions and data analysis method. 3.2 Problem Statement Senior management decided to introduce new equipment into all departments across the hospital. This has been a major change project that started in 2007. The main advantages of this change include a reduction in the rate of human error and an increase in the production of patient reports. Despite the positive impact this change would have on the ways of working in the hospital, employees had not been informed of any change prior to it being introduced, and were therefore not ready to accept the new ways of working. Reasons for this lack of acceptance will be discussed later in this paper, including: No communication between senior management and their staff. (Kotter, 2007). Training not being made available to all staff. (Lehman et al, 2002). People resisting change due to both lack of ability and knowledge, and their competing commitment of the big assumptions they will have made regarding the change process. (Kegan and Lahey, 2001). Weak management style, for example, not involving employees in the decision-making process. (Garvin and Roberto, 2001). Weak leadership style such as not clearly explaining the new vision that would come from the change (Garvin and Roberto, 2001). The level of readiness for change at AFH will be assessed and evaluated by applying the change readiness model from the literature so that the organization can achieve its goal of a completing a successful transformation process. In addition, AFH is undergoing further organizational change replacing existing managers with new managers and a new structure, based on the decision of the Ministry of Defense Headquarters in 2010. This change has been implemented in the administration department at AFH as well as across other departments and units. Some of the departments have increased in size and other departments have had to raise staffing levels due to the increased number of patients each year. Goals of the Armed Forces Hospital (AFH): To gain competitive advantage through improving the quality of work-flow by meeting the patients needs through the use of highly specialized and up-to date equipment; to ensure the accuracy of results and to decrease the rate of human error; to produce an increased level of patient results more efficiently. 3.3 Research Objective: The main objective of the thesis is to study the level of organizational change readiness in different departments of the hospital. Creating an acceptance for the need to implement change in the different departments of the hospital will result in the organization achieving its goal of improving the quality of work to treat more patients in less time. which in turn will lead to greater patient and employee satisfaction. To make useful recommendations. To learn more about readiness for change at AFH. 3.4 Conceptual Framework The devised framework is a combination of the Transformational Change Model, John P. Kotter (2007) and the Model of Change Program, Simpson (2002). The conceptual framework has six factors that affect the level of readiness for change in our case study organization (AFH) in Kuwait. We will be using both qualitative (semi-structured interviews) and quantitative (surveys) methods of research to collect our data. Staff Empowerment Leadership Skills Communication Computer availability internet access Adequate qualified staff Adequate Budget Adequate space for each employee Teamwork Vision Organizational Resources Readiness for organizational change Figure 3.1 Conceptual Framework 3.4.1 Dependent Variable of the Model as the following Ready for Organizational Change Judge and Douglas (2009) have defined employee readiness for change as the extent to which an individual or individuals are cognitively and emotionally inclined to accept, embrace and adopt a particular plan to purposefully alter the status-quo. (Judge and Douglas, 2009, P. 637). Arlbjorn et al (2006) have defined change readiness in an organization that the participant gains an understanding of the need to make change in the organization and display a willingness to take part in the change. (Arlbjorn et al, 2006, P. 129). He refers to the importance of staff involvement in the whole journey of the change process (Arlbjorn et al, 2006). He also refers to the importance of organizational alignment where employees from different departments of the organization participate in the change process and discuss shared problems and issues during group exercises. (Arlbjorn et al, 2006, P. 133). An organization that involves its employees at all levels and which has organizational alignment during the change process has an adequate level of organization readiness for change. Our research will assess the organizational readiness for change through a survey of 20 questions to assess employees overall readiness for change, and 26 interviews to find the effect and the relation of the 6 different independent variables of our model on the organizational readiness for change. 3.4.2 Independent Variables of the Model as the following Empowerment: Organizations are currently facing tough competition in a turbulent external environment. In order to ensure their survival they need to have sustained competitive advantage perceived benefits and advantages over their competitors. Competitive advantage provides an organization with the ability to increase the value of the company for its stakeholders. There is a need to transform the way they function by moving away from the traditional hierarchal and bureaucratic model of organization to the delegation of responsibilities to employees and giving more accountability further down the hierarchy to the first-line employees (Beer et al, 1990). This is done by encouraging employees to make more independent decisions at work without the need to constantly refer to their supervisors. Menon (2001) defined employee empowerment as the transfer of organizational power, energizing followers through leadership, enhancing self-efficacy through reducing powerlessness and increasing intrinsic task motivation (Menon, 2001, P. 154). Empowerment has been used to donate the act of empowering others and also to describe the internal process of the individual being empowered i.e. psychological empowerment. Empowerment means the delegating of responsibilities to other employees in decision making that will not only motivate them but make them more innovative towards the new change project which will increase job autonomy and cause job enrichment (Menon, 2001, P. 155). A good leader always empowers their staff in order to perform their work and make independent decisions. Leadership: Leadership is a relationship through which one person influences the behavior or actions of other people (Crossman, 2007, P. 514). Another definition is the ability to influence a group toward the achievement of goals (Robbins, 2005, P. 332). Burns (1978) has characterized transformational leadership through the following characteristics: Changes the status-quo Able to transform the organization Based on creativity and innovation Purpose to engender commitment of the leader and the staff as well to the change process In a successful transformational process we need to acknowledge the importance of leadership skills, such as effective communication, delegation of responsibilities to other employees and commitment. Modern change theories have emphasized both the importance of and the role of a strategic change leader in an organization who enhances the participation and cooperation of their colleagues in the decision-making process. This is unlike the traditional change theories where the emphasis was on the manager for the day to day operation of the business (Almaraz, 1994). In addition there is a need to have senior management support and commitment towards the change process to create the required level of readiness in an organization. In a successful transformation process it is important to establish a change project by having competent employees and by having participative leaders that encourage specialised training for their staff rather than directive managers to acquire change (Arlbjorn et al, 2006). A change leader must know the process of transformation and know how to create and communicate a clear change message to employees. This message determines the nature of the change and shows how employees react differently to the transformation process (Armenakis and Harris. 2002). Change leaders must also know how to answer any questions or concerns staff have regarding the need for change in a proper, convincing way. They must be able to provide tangible evidence to gain the support of their employees and their commitment to the change process (Armenakis and Harris. 2002). Communication: Communication in an organization is the most effective source of learning and developing any transformation process. Regular meetings, conferences and educational programs can all facilitate learning and increase the competency levels of staffing in order to reach the organizational goal of having a successful transformation and adequate level of readiness for change (Beer et al, 1990). A change leader must communicate the change message to employees on a regular basis. They must know how to introduce them to, and convince them of the new change vision through regular meetings to discuss work-related issues, the new change plan and strategies on how to achieve it. Email is an effective communication tool using the internet to send out the most recent and updated information. Use of an organizations intranet is another communication tool where reports can be circulated to employees on a regular basis. A skilled leader must establish a simple plan for change very early on in the change process that ensures employee acceptance, resulting in favourable outcomes and ensures employee involvement in the change process (Garvin and Roberto, 2005). Having regular meetings ensures and enhances active participation from employees in the change process. Teleconferences of live presentations is another way of communicating the change vision and message to employees. Such a teleconference presentation is called readiness speech and so managers and their staff must use the change message component framework to guide the content of the speech. The change concept should be established by a need that is easily understood and circulated among the employees of an organization (Armenakis and Harris. 2002, P. 176). A change leader manager must know how to introduce and regularly communicate the new change vision and the change message with employees through different communication channels such as meetings, speeches and newsletters. Kotter (2007). Leadership by example in different organizational departments/units is highly appreciated. A change leader must walk the talk that is consistent with the organization goal in the workplace and provide support and commitment to the transformation process. Additionally a manager with an open management style provides staff with the opportunity of open discussion and criticism which will be of benefit to both employees as well as the organization. Vision: Leadership vision is designed to mobilize an organization towards the attainment of some future state that is expressed in terms that generate enthusiasm (Armenakis and Harris. 2002). It is important to have a new change vision in the organization and to find strategies to achieve it. Vision is to gain insight into the purpose and objectives with the organization vision whether it is (differentiation, responsiveness and cost-optimization) (Arlbjorn et al, 2006, P. 133). In order to reach an organizational target it is important to develop a shared visionof how to organize and manage for competitiveness (Beer et al, 1990, P. 162). A change leader manager must define and communicate the new change vision to employees and encourage everyone to work towards achieving this vision. The new change vision should define new roles and responsibilities and coordinate the flow of information and work across independent functions at all levels of the organization. There is a need to have strategies to show everyone how to achieve the organizations goals, as well as how to achieve and accomplish the vision. For example, having a simple vision set out in a five year plan that is easy to understand, that is communicated by different stakeholders within the organization e.g. employees, clients and management, and clearly states how to reach the goals and clarifies the direction of the organization. Having a simple vision that is easily communicated and understood by the organization staff within 5 minutes or less is a useful rule of thumb (Kotter, 2007). A successful leader must know how to achieve and accomplish the organizations goals by recognizing obstacles and removing them to overcome different forms of resistance to change such as: Enhancing and increasing employee knowledge and competencies by providing training courses, lectures and workshops on a regular basis to overcome resistance to change. Change and improve organization structure by improving staff performance appraisals to be able to assess change that is consistent with staff interests and develop a staff compensation system to achieve success in the transformation process. Know how to deal with the more rigid management who are against organization development. In brief, leader managers need to treat their staff fairly, delegate accountable responsibilities, provide credibility and motivate them to become involved in the new change project. Teamwork: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable (Katzenba ch, 1993). A team is a formal primary group of co-acting individuals who are dedicated and committed toward a common purpose to achieve the organizational goals. It is important to have collaborative, dedicated and cohesive teamwork after the establishment of the change plan as this will ensure the continuing and the accomplishing of the change plan. It will build the sense of employees ownership towards the change project to enhance their support and responsibilities towards the transformation process ((Armenakis and Harris. 2002). In order to have effective teamwork throughout the departments and across the different organizational departments, senior management must enhance employees active participation which is involving employees in activities that are designed to have them learn directly and enjoy the implementation of new issues to add value that is consistent with both employees and organization goals. This will provide opportunities to demonstrate and understand the change message and build the confidence and trust in their managers, supervisors and team based approach taken by their executives (Armenakis and Harris. 2002). In brief, teamwork without strong line leader managers will never achieve the success of the change process, and efforts without powerful guiding teams can make minor progress but will soon stop the change progress (Kotter, 2007, P. 7). Organizational Resources: Having different and adequate organizational resources is an important factor to successfully create readiness in an organization. Change requires adequate resources in various forms such as: competent employees, availability of computers and internet access and covering budget, and requires staff commitment to see the change process through to completion. Employees also need to see support of the change process from their departments (Armenakis and Harris. 2002). Organizational change might be highly desirable but unreachable due to the lack of the following resources: (Lehman et al, 2002) Open budget: in order to support and enhance the change project an organization must have a dedicated budget supported by senior management. This should be spent on having the right offices, furniture and equipment such as computers i.e. components of a healthy working environment, and spent on different specialised training courses, lectures and workshops on a regular basis to facilitate learning and to increase and develop the knowledge, skills and performance of employees (Lehman et al, 2002). Adequate and qualified staffing: an organization should have enough skilled employees to do the required job and must encourage learning to adopt the new ways of working in the transformation process. This is done by increasing the knowledge and competency levels of staff by having regular training courses, presentations and workshops to cope with change and to serve the increased number of patients at the hospital to serve more patients in less time. Providing adequate space/employees: it is important to have the right number of employees in each department section to ensure effective and efficient work-flow and to ensure monitoring and observing of the work process. Computer availability and internet access: an organization must ensure the availability of access to computers, to certain programs and e-communication between management and their staff via e-mails within departments and across departments to exchange useful information and share up to date knowledge regarding the change process. Having e-communication via e-mails and e-conferences is considered to be an effective and professional communication method. In brief, an organization that provides a dedicated budget, reported higher levels of staffing, adequate space and a healthy working environment with more I.T. resources, and that is open to effective communication will be more open to change than those organizations than those that do not. 3.4.3 Major Research Questions: To what extent are the different departments at the AFH ready for change? 3.4.4 Minor Research Questions: 1. Is the level of communication adequate in the different departments of AFH? 2. Is the level of empowerment adequate in the different departments of AFH? 3. Is the level of organizational resources appropriate in the different departments of AFH? 4. Is the level of leadership adequate in the different departments of AFH? 5. Is there a well known vision or strategic objective to the different departments of AFH? 6. Is the level of teamwork satisfactory in the different departments of AFH? 3.4.5 Propositions 1. It is proposed that management do not encourage open communication with their employees as they have seen no benefit from it during several meetings. 2. It is proposed that management do not consult other employees in the decision making process. 3. It is proposed that supervisors are unable to address issues from their staff due to low morale and a low work ethic. 4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through the staff newsletters. 5. It is proposed that there is limited staff accountability and empowerment in the different AFH departments and units. The decision-making power is limited to management only. 6. It is proposed that there is are no risk taking as it is considered costly to both the organization and employees themselves. 7. It is proposed that employees did not receive the necessary training courses to improve their level of competence and readiness for change. 8. It is proposed that internet access is limited to those in more senior positions. 9. It is proposed that management did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, showing lack of leadership by example. 10. It is proposed that management listened to employee suggestions and complaints but did not act on or implement them. 11. It is proposed that employees were not informed of the new change vision. 12. It is proposed that management in the different hospital departments did not develop strategies to meet the organization vision. 13. It is proposed that employees are not aware of teamwork. 14. It is proposed that employees lack the sense of ownership towards the change process. Relationship of the Minor Research Questions to the Proposition: Research minor questions Propositions Is the level of communication adequate in the different departments of AFH? 1. It is proposed that management do not encourage open communication with their employees because they have seen no benefit from it during several meetings. 2. It is proposed that management do not consult other employees before taking their decisions. 3. It is proposed that supervisors are unable to address issues from their staff due to low morale and a low work ethic. 4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through staff newsletters. Is the level of empowerment adequate in the different departments of AFH? 5. It is proposed that there is limited staff accountability and empowerment in the different AFH department/unit. The decision-making power is limited to the management only. 6. It is proposed that there is no risk taking as it is considered costly to both the organization and employees themselves. Is the level of organizational resources adequate the different departments of AFH? 7. It is proposed that employees did not receive the necessary training courses to improve their level of competence and readiness for change. 8. It is proposed that internet access is limited to those in higher positions only. Is the level of leadership adequate in the different departments of AFH? 9. It is proposed that managers did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, showing lack of leadership by example. 10. It is proposed that management listened to employee suggestions and complaints but did not act on them. Is there a well known vision or strategic objective to the different departments of AFH? 11. It is proposed that employees were not informed of the new change vision. 12. It is proposed that management in the different hospital departments did not develop strategies to meet the organization vision. Is the level of teamwork adequate in the different departments of AFH? 13. It is proposed that employees are not aware of teamwork. 14. It is proposed that employees lack the sense of ownership towards the change process. 3.5 Research Design: There are steps the researcher must follow to answer the research questions such as data collection, sampling, and analysis of interviews and the questionnaire. in order to be able as a researcher to examine the elements of the conceptual framework and how they impact the organizational readiness of change at AFH and to show how these elements can add value to the purpose of the research. We chose to use the qualitative and quantitative (see Appendix A) method and analysis of the data collected from my personal observations and from in-depth interviews as the rigid statistical analysis from quantitative data lacks creativity from the researchers perspective. By contrast, analysis of qualitative data deals with words and human expressions that will enrich the research paper with fewer standardized procedures and allows more creativity from the researcher. The research will be based on using semi-structured interviews with a sample of 26 interviewees. The interview questions are based on the literature and the devised model of transformational process to assess the organizations level of readiness for change. Each interview will last between 8-28 minutes. As mentioned by Sanders et al (2007) either unstructured interviews or semi-structured interviews should be used for exploratory research. As a researcher I decided to use a semi-structured interview as it provides more flexibility and convenience during data collection, as well as allowing deeper exploration of data from the answers given that would add value and credibility to the researcher itself. The research results will be supplemented by the quantitative research method, using a mini survey on a sample of 50 to measure the readiness for change level at AFH. 3.5.1 Research Sampling Methods: Sampling of 26 interviews from different departments / units, different hierarchal positions ranging from managers to front line employees with different working experiences, and different nationalities, to gain feedback on the implementation of the new change project, the establishment of new departments / units, the increase in number of employees, and restructuring of departments to assess the level of readiness towards the major change project / renewal program and new equipment . Mini survey sampling 50 employees (see Appendix B) to measure the readiness for change level at AFH. Interview Questions: For managers For employees 1. Do you encourage your staff to take independent decisions in work related issues? 1. Did your manager encourage you to take independent decisions in work related issues? 2. Did you involve your staff in the new change vision? 3. Did you know/hear about the new change vision? 2. Did your manager mention to you the new change vision? What was it? 3. Did you know/hear about the new change vision? 4. As a manager do you encourage team-work? 5. Did your staff have a sense of ownership for their project? 4. Did your manager encourage you to work as a team? 5. Did you have any sense of ownership towards the new change project? 6. How often do you meet with your staff to discuss work related issues? 6. Did your manager ask you to attend meetings? 7. Did your manager use any speeches or information boards to inform you about new work issues? 8. How often does your manager communicate with you on work related issues? 7. Can you answer your staff on reasons for the need for change? What do you say? 8. Do you encourage open-criticism when you meet with your staff? 9. Do you listen to your staff when making decisions (individualism, collectivism) 10. What do you do in order to convince people regarding change? 9. Did you ask your manager why change is needed? What did they say? 10. Did your manager encourage you to criticize their working style to improve the quality of work? 11. Did your manager listen to you when you gave your opinion on work related issues? 12. What do you learn from your manager (leadership by example)? 11. Do you attend any special training courses/lectures nationally and/or internationally? 12. Is there is any dedicated budget for training courses? 13. How often do you attend training courses/lectures/workshops? Organizational Change Readiness Assessment (Survey) -3=strongly disagree +1=slightly agree -2=disagree +2=agree -1=slightly disagree +3=strongly agree 0=not sure/dont knowIndicate your level of agreement with each statement using the following scale: Organizational Support: Level of agreement 1. The organizations visions are truly a shared vision in that employees at all levels understand, value, and work toward accomplishing this vision through their daily work. 2. Decision making and authority are decentralized (there are multiple levels of decision makers throughout the organization-decision making is not centralized at the top). 3. Employees have, in the past, actively participated in organizational decision making, goal setting, and organizational change initiatives. 4. Employee ideas and suggestions for improving their work and the organization are listened to. 5. Employees view the organizations training and development programmes as effective and supportive of change-driven training needs. 6. The organization is effective at setting and achieving measurable performance goals and targets. 7. The organization effectively uses multiple communication channels to routinely and effectively communicate with employees. Cultural: Level of agreement 8. Real teamwork and collaboration exist within and between organizational works unit/departments. 9. There is a high level of trust between leaders and employees. 10. Employees generally feel encouraged to innovate, offer ideas and take risks. 11. People here generally feel that they personally responsible for their own success. Change Environment: Level of agreement 12. The proposed change and its effects on all organizational dimensions (e.g., structure, strategy, processes, workflow, systems, etc.) are clearly defined and understood by those leading the change. 13. When the change is completed, we will be able to gauge our success with the change effort (there are clear measures to evaluate the change results). 14. The organization has successfully implemented change initiatives in the past. 15. The reason or the why of the coming change can easily be translated into tangible evidence that will get the attention of employees. Employee Attitudes: Level of agreement 16. Employees feel a sense of urgency- a felt need -for change. 17. Employees have a high level of job engagement (job engagement reflects employee commitment to their jobs and the organization). 18. Employees feel able to make decisions and act independently concerning their daily work. 19. Innovators and risk takers exist at all levels of the organization. 20. Employees have confidence in their managers ability to successfully guide them through the change. Readiness component Score Organizational support Cultural Change environment Employee attitudes Total overall change readiness

Ernest Hemingways Life and Image :: History

Ernest Hemingway's Life and Image Ernest Hemingway was born on a July morning in 1899. Born at home in Oak Park, he was raised a conservative with strong values. While his father taught him to hunt and fish, his mother taught him music, her former profession. Though his mother’s music lessons helped him throughout his life, he didn’t particularly enjoy the lessons and spent as much time in the woods as he could manage. Nature became Hemingway’s world, the place where he could go and pull from it the essence of his writing. No matter what happened in his life he could always find refuge in a quiet meadow or a lulling forest. Inspired by nature, Hemingway used it to form a force that became both a backing and almost a character in his books, that would speak to a reader and tell them that a story wasn’t over, simply because it never truly ends. People look back at Hemingway’s life as if it was one of his novels. He is not seen as a writer but as a personage of writing. At a young age of 18, in 1917, Hemingway enlisted as an ambulance driver in World War I, after quitting his job at the Kansas City Star. Hemingway didn’t make it three weeks into his service. While in Schio, Italy, he was injured by an exploding mortar, perforating his legs with shrapnel. In spite of this, it is said that he carried a wounded Italian to a first aid station; this earned him an Italian Silver Medal. For the next year, Hemingway used his insurance from the war to avoid work. He would spend his time at the library or speaking about the war. Eventually he met Harriett Connable while speaking, who saw Hemingway’s confidence and control. Connable asked him to tutor her son. He accepted, as her husband introduced Hemingway to the editor of the Toronto Star Weekly, who he wrote for even when he moved to Paris. While in Paris he covered the Geneva Conference, and the Greco-Turkish War. Hemingway and his first wife Hadley moved back to Toronto though, when she became pregnant. In 1925, two years after his son John was born, Hemingway wrote In Our Time, and a year later The Sun Also Rises. These two novels were great successes, and led to his Farewell to Arms, which is considered by many a paramount to all World War I novels.

Analytical Essay: Riddle Of Inequality :: essays research papers

Analytical Essay: "The Riddle of Inequality" The riddle of inequality, as Tillich explains, "...Cannot be solved." This inequality is the divider of people, of the have's and have-nots. It seems that this riddle has confused people since the beginning of time and was even discussed in the bible. People always wonder why some have more than others do; they wonder why this happens and how it can change. I believe that this riddle is natural and cannot be changed despite he best efforts of people. Tillich attributes this mystery of have's and have-nots to many factors. First is that if you were granted with inherited talents then you should use them in life to the best of your ability. But if you let them go to waste, then these talents will ultimately be taken away. It is unfair when things are taken away that we might have taken for granted due to lack of attention, such as, "...[the] intense joy and the presence of the mystery of life through the freshness of the young day or the glory of the dying day..." These things are only taken away because we do not pay enough attention to the simple beauty in life and in nature. Although all of these are examples of inequality, I do not agree with Tillich when he claims that this is due to the presence of the divine, by the choice of God. I believe inequality comes from ourselves. We may embrace, or else let it slip away. It is through our lack of conscientiousness that life becomes unequal. I attribute the basic inequalities in nature as an effect of true nature, almost as far as survival of the fittest. Inequality is unfair but it is an aspect of life that people must deal with without an answer, without justification. When looking to God or any religious aspect for an answer you can only possibly answer the question yourself. When you pray or ask God a question you propose this question clearly to yourself. When you finally find an answer or solution it is not through the light of God, but through yourself and through your own learning and understanding of the world. Analytical Essay: Riddle Of Inequality :: essays research papers Analytical Essay: "The Riddle of Inequality" The riddle of inequality, as Tillich explains, "...Cannot be solved." This inequality is the divider of people, of the have's and have-nots. It seems that this riddle has confused people since the beginning of time and was even discussed in the bible. People always wonder why some have more than others do; they wonder why this happens and how it can change. I believe that this riddle is natural and cannot be changed despite he best efforts of people. Tillich attributes this mystery of have's and have-nots to many factors. First is that if you were granted with inherited talents then you should use them in life to the best of your ability. But if you let them go to waste, then these talents will ultimately be taken away. It is unfair when things are taken away that we might have taken for granted due to lack of attention, such as, "...[the] intense joy and the presence of the mystery of life through the freshness of the young day or the glory of the dying day..." These things are only taken away because we do not pay enough attention to the simple beauty in life and in nature. Although all of these are examples of inequality, I do not agree with Tillich when he claims that this is due to the presence of the divine, by the choice of God. I believe inequality comes from ourselves. We may embrace, or else let it slip away. It is through our lack of conscientiousness that life becomes unequal. I attribute the basic inequalities in nature as an effect of true nature, almost as far as survival of the fittest. Inequality is unfair but it is an aspect of life that people must deal with without an answer, without justification. When looking to God or any religious aspect for an answer you can only possibly answer the question yourself. When you pray or ask God a question you propose this question clearly to yourself. When you finally find an answer or solution it is not through the light of God, but through yourself and through your own learning and understanding of the world.