Definition and Examples of Sentence Adverbs in English

Iago The Master Manipulator - 1194 Words

Skyler Lester ENG3UE Tipping December 12, 2015 Iago: The Master Manipulator Iago is known as one of the most well known characters in Shakespeare s Othello because of his interesting colourful dialogue, his unknown goals and motivations, and his ability to brainwash with words. It is certain that Iago has the ability to use his silver tongue to brainwash even the highest minds, but what is more important is the fact that he chooses to do this to benefit himself, and himself only. Iago is a classic sociopath who does not care for the feelings of others, and possesses no conscience. Iago’s lies, deceptions, withheld facts, and wit allow him to have anyone in his grasp, have it be Othello, Roderigo, or Desdemona. Iago is held up by a mind that does not care for others whatsoever, he has a talent of speech, and a very unclear line between right and wrong, all of which allow Iago to have full rein over the events of Shakespear’s Othello. Not only does Iago negatively affect others in the play, he is the driving force behind many of the actions done . Iago begins his road of manipulation when he begins to turn Brabantio against Othello. Iago knew of Brabantio s views on mixed race couples and capitalizes on the fact that the newlyweds are the talk of the town. Iago knows to begin toppling the order he must create a disturbance in the force. Iago readys and says Even now, now, very now, an old black ram Is topping your white ewe. Arise,Show MoreRelatedWilliam Shakespeare s Othello And Othello932 Words   |  4 PagesThe relationships in Shakespeare’s plays are never simple and even less so when one narrows the field to his tragedies. In the case of Iago and Othello this complicated relationship is made more so by the interwoven theme of appearance verses reality. The idea of Iago, the wolf in sheep’s clothing, fighting both for and against his master that permeates the play. Othello, however, a seasoned warrior being unable to see through the guise is a flaw his companion takes advantage of. Iago’s hatr ed isRead MoreRevenge in Othello811 Words   |  4 Pagesentire play is shaped around revenge. Iago, who is seen as Shakespeare’s greatest villain is fueled by revenge. Iago has jealousy over Cassios position and has suspicions towards both Cassio and Othello of adultery with his wife Emilia. Out of vengeance Iago uses his ability to manipulate Othello and build jealousy and suspicions within him about his wife Desdemona. This jealousy in Othello leads to his revenge towards Desdemona resulting in tragedy. Iago has a hatred over Cassio, as he was givenRead MoreOthello, The Moor Of Venice960 Words   |  4 Pagesantagonist in the play Othello, The Moor of Venice. He is a master manipulator, vindictive, evil person just to name a few. â€Å"Iago belongs to a select group of villains in Shakespeare who, while plausibly motivated in human terms, also take delight in evil for its own sake† (Bevington, 2014); for this reason he is often considered to have demonic traits. Was Shakespeare showing his own personal demons with the creation of the character Iago? Alternatively, does Iago’s character represent the evils thatRead MoreIago: One of Shakespeares Most Misunderstood Villains Essay1330 Words   |  6 PagesIago is one of the most misunderstood villains in Shakespeare literature. We side with Othello from the start because his name is on the cover of our paperback, we read Othello when learning about heroes, so we expect Iago to be a villain, a ruthless manipulator. We d on’t know why, he doesn’t state it plainly or in simple English, so we assume that he’s evil, that he’s just a disgruntled sociopath out to exact his exaggerated revenge on good and noble Othello. Iago’s misunderstood reputation isRead MoreTheme Of Manipulation In Othello713 Words   |  3 PagesShakespeare, Iago uses manipulation to procure what he wants. The story of Othello is about a man named Othello, who married a the virtuous Desdemona. Othello and Desdemona are madly in love and have already overcame many obstacles to be together, much to the dismay of Roderigo. A man who longed for Desdemona, and consistently chased after her. He was overlooked for a high position in the army and had heard rumors that Othello has slept with his wife Emilia. For these crimes, man named Iago is out toRead More The Nature of Evil in William ShakespeareÂ’s Othello Essay1656 Words   |  7 Pagesthroughout the play. Verbal twists and the characters most importantly stress the act of evil. Iago, most of all is portrayed as the “villain” or “protagonist in the play. Shakespeare uses this character to set the basis of evil. Each plot point is spiraled further into tragedy due to the nature of Iago and his manipulative language towards the other main characters. Corruption overcomes the Venetian society as Iago uses his crafty skills of deceit. The plan to have Othello turn against the ones he lovesRead MoreOthello, By William Shakespeare897 Words   |  4 Pagesvillainous character Iago maintains a well diverse, and deceptive character in the play. Using only his words, we see how he puts magic into the play, to help it move forward and evolve. That we get to see his true identity as he has homoerotic feelings towards Othello. We see Iago try to use his power of speech to try to pursue Othello, but we see him never have gotten close as Othello ignore his advances. That his very own words prevent him from ever be one with Othello. Iago getting rejected forRead MoreNature of Evil in Othello1704 Words   |  7 Pagesthroughout the play. Verbal twists and the characters most importantly stress the act of evil. Iago, most of all is portrayed as the â€Å"villain† or â€Å"protagonist in the play. Shakespeare uses this character to s et the basis of evil. Each plot point is spiraled further into tragedy due to the nature of Iago and his manipulative language towards the other main characters. Corruption overcomes the Venetian society as Iago uses his crafty skills of deceit. The plan to have Othello turn against the ones he lovesRead MoreCharacter Of Iago In Othello894 Words   |  4 Pagescompletely lack all strains of human morality. A nearly perfect example of this is the antagonist Iago in Othello by William Shakespeare, who cunningly works his evil throughout the whole play, especially in Act III. Iago is an intriguing and complex character who instigates the tragedy of the play, but also is the embodiment of the negative traits of the main protagonist, Othello. Iago is a master manipulator who excels in revealing and exploiting peoples weaknesses, such as Othellos insecurities andRead MoreTheme Of Manipulation In Othello939 Words   |  4 Pagesmajor role. The manipulator is Iago and the fool is Roderigo. Throughout the play Iago takes advantage of many people but Roderigo is the most used. This essay will describe explain manipulation, persuasion, and deception between alliances. First we will examine the relationship between Iago and Roderigo

Alfred Hitchcock †the Master of Suspense Essay Sample free essay sample

Alfred Hitchcock was a British movie manager who was regarded as the most of import manager during the fiftiess. He was called â€Å"the maestro of suspense† for his pioneering technique in making suspense in his film. Therefore. understanding Hitchcock’s manner of suspense is an of import measure in analyzing his movies. This essay will present some of the movies he had made and relationship between suspense and those movies. Then. it will look into one of his most celebrated movies Vertigo. concentrating on the chief subject discussed and the suspense throughout the movie. Finally. it will analyse one of the most singular senses in Vertigo. discoursing how and why suspense is created. and the possible relationship between the chief subject and suspense. General SessionAlfred Hitchcock was born in London in 1899. He entered the movie industry to work as a movie title-writer in Paramount’s Famous Players-Lasky at Islington in 1920. Within 13 old ages in his early film-making calling. he made 24 movies. The movie The Lodger was Hitchcock’s foremost entirely directed movie. Subsequently in 1929. he created the first British sound movie called Blackmail. Other movies he made in Britain includes: Thirty Nine Steps ( 1935 ) . The Secret Agent ( 1936 ) . The Lady Vanishes ( 1938 ) . etc. His movies are in the ocular manner of European art film. which means German expressionism and Soviet Montage. ( Richard and Sam. 1999: 6 ) After success in Britain. he moved to America. However. at first he was merely regarded as one of the immigrant managers over the period. In that infinite of 10 old ages he made comparatively minor movies. Most of import 1s include: Rebecca ( 1940 ) . Shadow of a Doubt ( 1943 ) and Spellbound ( 1945 ) . From 1948 -1963. Hitchcock’s name acknowledgment and popularity with the general populace rose by a big extent. That was the clip when he made the most popular movies like Rear Window ( 1954 ) . The Incorrect Man ( 1956 ) . Vertigo ( 1958 ) . North by Northwest ( 1959 ) . Psycho ( 1960 ) and The Birds ( 1963 ) . Most of Hitchcock’s movies contain suspense secret plan. So what is suspense? ‘Suspense relies upon the audience’s strong sense of uncertainness about how events will play out’ . ( Deborah and George. 1999: 108 ) Hitchcock’s movies portion a batch of common subjects incorporating uncertainnesss in in which suspense takes topographic point. The first 1 is the unpredictable universe faced by the person. in add-on to individual’s impotence to act upon events. For illustration. characters are under the deadly onslaught from enormous sum of birds out of nowhere in The Birds. In The Lady Vanishes. Iris notices the missing of an old lady but most people in the train ignore that. impeaching her of mental unwellness. ( Raymond. 1974: 143 ) In North by Northwest. advertisement executive Roger is mistaken as an F. B. I. agent and acquire into series of problem and danger. In The Wrong Man. the impotence of Nanny when he is caught for robbery is emphasized. Suspense takes topographic point when the audience is dying to cognize the safety of the characters. Another uncertainness is the characters’ individuality – they are frequently misguided o r confounding. For illustration. In Vertigo. Scotty was asked to look into and protect a â€Å"possessed lady† who turns out to be lead oning him. In Psycho. audience is neer shown Norman’s female parent in individual and has no thought about the combined individualities of Norman and her. In Spellbound. Constance falls in love with the new asylum’s manager Dr. Edwards but so happen out he is non whom he claims he is. ( Raymond. 1974: 193 ) When characters search for other’s individuality. it creates great tenseness and suspense. Hitchcock excelled at making different sorts of cataphors. What is a cataphor? Hans J. Wulff suggests that the experience of suspense relies on the spectator’s acknowledgment of specific future-directed narrative cues called ‘cataphor’ . ( Deborah and George. 1999: 108 ) For illustration. the $ 40000 Marion bargains in Psycho is an object cataphor. directing the audience to conceive of what will go on to Marion after she has stolen the money. Other illustrations include the opened Windowss of the flat antonym to where Jeff lives in Rear Window. Furthermore. the ‘vertigo’ of Scotty as in Vertigo. which is the stalking downward-looking semblance in his eyes. can be besides called as a cataphor. a stylistic 1. This sort of semblance appears in the movie for few times and everything after it appears. it changes Scotty’s life by a big extent. e. g. . fo rmation of guilt. formation of compulsion. etc. ( Deborah and George. 1999: 109 ) It direct audience’s manner of imaginativeness what is traveling to go on next. Not merely the subjects which contain uncertainnesss help making suspense. the stylistic features in the movie do so excessively. Hitchcock used traveling and soundless camera to bespeak buildup of suspense ( e. g. soundless camera demoing Lisa intrude the flat of Mr. Thorwald on her ain as in Rear Window ) . Besides. some of his movies contain guardant images which look perilously beautiful ( e. g. close up of Madeleine as in Vertigo ) so that audience will experience that there is something incorrect with the characters. These are some of the technique which makes the audience alienate themselves with the characters so that they will be funny to cognize what will go on next. suspense is so created. Focus SessionIn this essay. Vertigo is chosen to be discussed. It is about a resigned constabulary name Scotty who has acrophobia being asked to look into and protect a â€Å"possessed lady† . The cardinal subject of the movie. as regarded by many. is love. domination and compulsion. Scotty is appealed by Madeleine for her beautiful expressions. elegance and cryptic feeling. After he witnesses her decease of Madeleine. the love and guilt become compulsion. He tries to refashion the Judy into Madeleine for coercing her to accommodate every wont and feature of Madeleine. When Judy comes back after holding her hair bleached blond. Scotty is disappointed because she hasn’t put her hair up in a roll. He so insists Judy to make so. Hitchcock made a close-up shooting of Scotty’s face when he is waiting outside the bathroom. The expression of Scotty is full of desire. as if something wonderful is traveling to be out. That shows Scotty in acquiring ready to ‘loveâ⠂¬â„¢ Madeleine. After he realizes that Judy is in fact Madeleine. he does non look happy and forgiving as he is bound by the yesteryear. Hitchcock does this to demo that Scotty is non in fact in love with Judy or Madeleine for what they have been through. but the Godhead and perfect image that gaining control in his head. Hitchcock even described that Scotty is ‘indulging in a signifier of necrophilia’ ( Francois. 1986: 186 ) Now let us look at how suspense is created in the secret plan. In the first half of the narrative. the uncertainness is about â€Å"Madeleine† . whom Gavin claimed to be his married woman believing she is the reincarnation of her great great grandma. The audience receives the same information as Scotty does. Even though Gavin is the existent scoundrel. the movie doesn’t show anything leery about him. That makes the audience wholly ‘follow’ Scotty in the probe. They were oppugning about the same thing: ‘is Madeleine truly the reincarnation of her great great grandma. or is she merely mentally ill? ’ . ‘How can I ( Scotty ) save her? ’ There is one more uncertainness in audience’s head apart from what Scotty is worrying about. is the doubtful relationship between Scotty and Madeleine. Scotty seems to be enchan ted by Madeleine and she doesn’t show sense of rejection. despite the fact that she is the married woman of Scotty’s old school friend Gavin. That makes the audience funny about how their relationship will travel excessively. Until at that place. the movie is like an ordinary detective narrative. where the hero is seeking to salvage the heroine. in the audience’s head. The 2nd portion of the narrative comes with many â€Å"twists† . Madeleine hastes to mount to the mission tower to see if the set in her dream still exists. after their first buss. Scotty tries to halt her but ‘struggling weakly through his dizziness. he mounts its stairway at a crawl. merely to see her dip to her decease. ’ ( Raymond. 1974: 279 ) Gavin shows deep sorrow but he is non angry with Scotty and decided the leave the county for good. At that point. all uncertainnesss in the first portion seem to stop without being resolved. to both the audience and Scotty. However. subsequently Scotty meets Judy who is precisely similar Madeleine expect for the manner she dresses and negotiations. To Scotty. uncertainness rise as he eager to cognize the relationship between Madeleine and Judy. but non to the audience. It is because the audience was revealed the truth really shortly that it is all a misrepresentation to allow Gavin kill his existent married woman. Get downing from that minute. they audience is funny non about the individuali ty of Judy. but how their relationship will stop. The ground for making so will be discussed in the analysis session. Here. suspense is created by doing audience funny about what will go on following. do anticipation which is subsequently rejected by the turns. From above. we can see what most of the uncertainnesss concern about and the thing that leads the development of the narrative. which is ‘Madeleine’ . It is the cataphor of the movie. In the narrative. ‘Madeleine’ is non Judy. but the object of Scottie’s compulsion. Here. ‘Madeleine’ directs audience imaginativeness of how the narrative will travel. The flow of the narrative is from Scottie seeking to look into Madeleine. to him falling in love with. to him seeking to refashion Madeleine out of Judy even though he thinks Madeleine has dead. That successfully created uncertainnesss that audience is funny to cognize. and the narrative construction is complete. After looking at the major subject and the creative activity of suspense in this movie. you may be funny: Is there any relationship between t hem? This will be discussed in the analysis subdivision. AnalysisAfter the ‘death’ of Madeleine. Scotty lives in a life full of guilt. Then he met a brunette miss called Judy. and really shortly Judy’s individuality is disclosed but merely to the spectator. One may inquiry: ‘Why Hitchcock didn’t kept that in secret until the terminal of the narrative. merely like the original novel does? Hitchcock answered by contrasting the difference between Surprise and Suspense. ( Francois. 1986: 185 ) That is. the disclosure done at the terminal. without the audience holding the same information as the characters. will merely take to surprise or floor. However. allowing the audience know more about the characters will make suspense. the feeling of uncertainness and anxiousness about the result of a state of affairs. That is Hitchcock’s celebrated manner to make suspense. which is allowing audience drama God. It’s because they know what destiny. in most instances. something unwanted and tragic. is confront ing the characters. For illustration. In Rear Window. Lisa entirely intrudes the room of Mr. Thorwald. looking for grounds. Audience is clearly informed that Mr. Thorwald is easy approaching place. but Lisa doesn’t. Alternatively of a sudden back so onslaught by Mr. Thorwald. the audience emotion is even triggered by a larger extent. terrifying of what might go on if he sees Lisa. Hitchcock asserted that uncovering the true individuality of Judy long before the terminal of the narrative creates suspense. However. one may reason that even uncovering it at the last. it can still make suspense where audience is dying to cognize what the relationship of Judy and Madeleine is. However. that is precisely the thing Hitchcock wanted to forestall. As discussed in the Focus Session. the chief subject of the movie is love. domination and compulsion. By uncovering the truth earlier to the audience but non Scotty. it can pull audience attending to the procedure of Scotty refashioning Judy. non worrying about Judy’s individuality. Besides. now the uncertainness to audience goes to ‘what Scotty will make if he finds out the truth’ . which is the cardinal line of the narrative excessively. Form above. we can see. the creative activity of suspense. but directing the audience to the right manner of thinking. really helps showing the chief message and foregrounding the chief focal point of the narrative. The disclosure of the truth is besides linked with the tragic and dry construct ion of the secret plan. Animating a person’s image out of person who is original that individual and loving a non-existing individual is sad and dry. When audience has clip to consciously witness all that but non reminded at the terminal. feeling will even be enhanced. It shows to the audience that Scotty is loving â€Å"in the incorrect way† and is being control by his compulsion. Besides. audience will besides understand the emotion and feelings of Judy more. The love and guilt to Scotty makes Judy willing to transform herself into person else’s image. At the same clip. she is afraid of the truth being known by Scotty. The audience is shown the complicated feeling of Judy more clearly one time they know that she is Madeleine. Through this. the audience starts to hold sympathy towards Judy. And when Judy falls down ‘again’ . it will trip audience emotion in a big extent. The disclosure of information to audience non merely creates suspense. but besides let audience ticker and anticipate the tragic destiny confronting the characters. ‘To understand Hitchcockian Suspense. we must acknowledge what Hitchcock recognized: the power of a narrative dramatic art relentlessly developed through cataphors. ’ . ( Deborah and George. 1999: 108 ) that is. method of making suspense. DecisionThis essay has looked at the movies of Alfred Hitchcock. particularly. from an angle of suspense. It has introduced some of the fame and influencing movie he made. both British and American. from the clip when he was ordinary foreign manager. to the clip when he was regarded as the most of import manager in Hollywood in that period. First in the general subdivision. It has looked at some common subject in Hitchcock’s movies and related it with suspense. with Hans J. Wulff’s theory of suspense cataphor being used. After that. in focus subdivision. it has looked into Vertigo. discoursing the major cardinal subject in the movie. which is love. domination and compulsion. Besides. it looked in to the suspense throughout the movie. Finally. it has discussed the disclosure of the truth in the center of the narrative. happening the ground of it and how suspense is created. and besides to research the relationship between narratives. Hitchcock has demonstrated many accom plishments in making suspense. The ‘playing God technique’ is believed to be act uponing. Rather than the sudden daze which bring the feeling panic and emotional tenseness. the information received by the audience aid the feeling of dying to prolong for a long clip. To Hitchcock. non merely suspense is made for temper devising. it besides helps to state a narrative and to show the message within by steering audience what to believe. This strong narrative accomplishment decidedly do Alfred Hitchcock deserves his rubric. ‘the maestro of suspense’ . Bibliography Allen. Sam. Alfred Hitchcock Centenary Essaies: Introduction ( Britain. British Film Institute. 1999 ) Deborah. George. Alfred Hitchcock Centenary Essaies: Suspense and its maestro ( Britain. British Film Institute. 1999 ) Francois. Truffaut Hitchcock ( New York. Simon and Schuster. 1986 ) Raymond. The Strange Case of Alfred Hitchcock ( America. THE MIT PRESS. 1972 )

Organizational change free essay sample

Organizational change is an ongoing process with important implications for organizational effectiveness. An organization and its members must be constantly on the alert for changes from within the organization and from the outside environment, and they must learn how to adjust to change quickly and effectively. Organizational change is the movement of an organization away from its present state and toward some future state to increase its effectiveness. Forces for organizational change include competitive forces; economic, political, and global forces; demographic and social forces; and ethical forces. Organizations are often reluctant to change because resistance to change at the organization, group, and individual levels has given rise to organizational inertia. Sources of organization-level resistance to change include power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. Sources of group-level resistance to change include group norms, group cohesiveness, and groupthink and escalation of commitment. Sources of individual-level resistance to change include uncertainty and insecurity, selective perception and retention, and habit. We will write a custom essay sample on Organizational change or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Lewin’s force-field theory of change, organizations are balanced between forces pushing for change and forces resistant to change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Types of change fall into two broad categories: evolutionary and revolutionary. The main instruments of evolutionary change are sociotechnical systems theory, total quality management, and the development of flexible workers and work teams. The main instruments of revolutionary change are reengineering, restructuring, and innovation. Often, the revolutionary types of change that result from restructuring and reengineering are necessary only because an organization and its managers ignored or were unaware of changes in the environment and did not make incremental changes as needed. Action research is a strategy that managers can use to plan the change process. The main steps in action research are (a) diagnosis and analysis of the organization, (b) determining the desired future state, (c) implementing action, (d) evaluating the action, and (e) institutionalizing action research. Organizational development (OD) is a series of techniques and methods to increase the adaptability of organizations. OD techniques can be used to overcome resistance to change and to help the organization to change itself. OD techniques for dealing with resistance to change include education and communication, participation and empowerment, facilitation, bargaining and negotiation, manipulation, and coercion. OD techniques for promoting change include, at the individual level, counseling, sensitivity training, and process consultation; at the group level, team building and intergroup training; and at the organizational level, organizational confrontation meetings. CHAPTER OUTLINE 10. 1 What Is Organizational Change? Organizational change is the process by which organizations move from their current or present state to some desired future state to increase their effectiveness. An organization in decline may need to restructure its competences and resources to improve its fit with a changing environment. Even thriving, high-performing organizations such as Google, Apple, and Facebook need to continuously change the way they operate over time to meet ongoing challenges. Targets of Change Organizational change includes changes in four areas: 1. Human resources are an organization’s most important asset. Because these skills and abilities give an organization a competitive advantage, organizations must continually monitor their structures to find the most effective way of motivating and organizing human resources to acquire and use their skills. Changes made in human resources include investment in training, socializing employees, changing norms to motivate a diverse workforce, monitoring promotion and reward systems, and changing top management. 2. Each organizational function needs to develop procedures that allow it to manage the particular environment it faces. Crucial functions grow in importance while those whose usefulness is declining shrink. Thus, key functions grow in importance. Organizations can change structure, culture, and technology to improve the value created by functions. 3 Organizational change often involves changing the relationships between people and functions to increase their ability to create value. 10. 2 Forces for and Resistance to Organizational Change Forces for Change If managers are slow to respond to the forces of change, the organization will lag behind its competitors and its effectiveness will be compromised. (Refer to Figure 10. 1) Competitive forces spur change, because unless an organization matches or surpasses its competitors it will not survive. Managing change is crucial when competing for customers. To lead on the dimensions of efficiency or quality, an organization must constantly adopt the latest technology as it becomes available. To lead on the dimension of innovation and obtain a technological advantage over competitors, a company must possess skills in managing the process of innovation. Economic, political, and global forces, such as the North American Free Trade Agreement (NAFTA) or other economic unions, are significant forces of change. The European Union (EU) includes over 27 members eager to take advantage of a large protected market. Global challenges facing organizations include the need to change an organizational structure to allow expansion into foreign markets, the need to adapt to a variety of national cultures, and the need to help expatriate managers adapt to the economic, political, and cultural values of the countries in which they are located. Demographic and social forces include an increasingly diverse workforce. Changes in the demographic characteristics of the workforce require managers to change their styles of managing all employees and to learn how to understand, supervise, and motivate diverse members effectively. Many workers want to balance work and leisure. Managers need to abandon stereotypes and accept the importance of equity in the recruitment and promotion of new hires. Ethical forces such as increasing government, political, and social demands for more responsible and honest corporate behavior are compelling organizations to promote ethical behavior. Many companies have created the position of ethics officer. If organizations operate in countries that pay little attention to human rights or to the well-being of organizational members, they have to learn how to change these standards and to protect their overseas employees. Resistances to Change Resistance to change lowers an organization’s effectiveness and reduces its chances of survival. Resistances or impediments to change that cause inertia are found at the organization, group, and individual levels. (Refer to Figure 10. 1) Organization-Level Resistance to Change Power and conflict: When change causes power struggles and organizational conflict, an organization is likely to resist it. If change benefits one function at the expense of another, conflict impedes the change process. In the old IBM, for example, managers of its mainframe computer division fought off attempts to redirect IBM’s resources to produce the PCs that customers wanted in order to preserve their own power. Differences in functional orientation: This means that different functions and divisions often see the source of a problem differently because they see an issue or problem primarily from their own viewpoint. This tunnel vision increases organizational inertia. Mechanistic structure: Mechanistic structures are more resistant to change. People who work within a mechanistic structure are expected to act in certain ways and do not develop the capacity to adjust their behavior to changing conditions. A mechanistic structure typically develops as an organization grows and is a principal source of inertia, especially in large organizations. The extensive use of mutual adjustment and decentralized authority in an organic structure makes it less resistant to change. Organizational culture: Organizational culture, values, and norms cause resistance to change. If organizational change disrupts taken-for-granted values and norms and forces people to change what they do and how they do it, an organization’s culture will cause resistance to change. Group-Level Resistance to Change Many groups develop strong informal norms that specify appropriate and inappropriate behaviors and govern the interactions between group members. Often, change alters task and role relationships in a group; when it does, it disrupts group norms and the informal expectations that group members have of one another. As a result, members of a group may resist change because a new set of norms must be developed to meet the needs of the new situation. Group cohesiveness, the attractiveness of a group to its members, also affects group performance. A highly cohesive group may resist attempts by management to change what it does or even who is a member of the group. Groupthink and escalation of commitment also make changing a group’s behavior very difficult. Individual-Level Resistance to Change People tend to resist change because they feel uncertain and insecure about what its outcome will be. Selective perception and retention suggest that people perceive information consistent with their views. If change doesn’t benefit them, they do not endorse it. People’s preference for familiar actions and events is a further impediment to change. Lewin’s Force-Field Theory of Change Force-field theory is a theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place. When the forces are evenly balanced, the organization is in a state of inertia and does not change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Any of these strategies will overcome inertia and cause an organization to change. (Refer to Figure 10. 2) Managerial Implications Managers must continuously monitor the environment to identify the forces for change. They must analyze how the change will affect the organization and determine which type of change to pursue. 10. 3 Evolutionary and Revolutionary Change in Organizations Evolutionary change refers to change that is gradual, incremental, and specifically focused. It adds small adjustments to strategy and structure to handle environmental changes. Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of evolutionary change that organizations use in their attempt to make incremental improvements in the way work gets done. Revolutionary change refers to change that is sudden, drastic, and organization-wide. It has repercussions at all levels in the organization—corporate, divisional, functional, group, and individual. Three ways to implement revolutionary change are reengineering, restructuring, and innovation. Developments in Evolutionary Change: Sociotechnical Systems Theory Sociotechnical systems theory is a theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness. It emerged from a study of changing work practices in the British coal-mining industry. The socio-technical systems theory argues that managers need to fit or jointly optimize the workings of the technical and social systems. A poor fit between an organization’s technology and social system leads to failure, but a close fit leads to success. When managers change task and role relationships, they must recognize the need to adjust the technical and social systems gradually so group norms and cohesiveness are not disrupted. By taking this gradual approach, an organization can avoid the group-level resistance to change. Researchers suggest that a team-oriented system promotes values that enhance efficiency and product quality. Total quality management uses sociotechnical systems theory. Total Quality Management Total quality management (TQM) is a technique developed by W. Edwards Deming to continuously improve the effectiveness of flexible work teams. It was embraced by Japanese companies after World War II. Changes frequently inspired by TQM include altering the design or type of machines used to assemble products and reorganizing the sequence of activities—either within or between functions—necessary to provide a service to a customer. Changing cross-functional relationships to help improve quality is important in TQM. The changes associated with TQM are changes in task, role, and group relationships. Implementing a TQM program is not always easy because it requires workers and managers to adopt new ways of viewing their roles in an organization. Managers must be willing to decentralize control of decision making, empower workers, and assume the role of facilitator rather than supervisor. The â€Å"command and control† model gives way to an â€Å"advise and support† model. Flexible Workers and Flexible Work Teams In implementing socio-technical systems theory and TQM, many organizations are finding it easier to achieve their goals by using flexible workers and teams. Flexible workers can be transferred between departments and functions as demand changes. The advantages of flexible workers include quick response to environmental changes; reduced boredom and increased incentives for quality; better understanding by learning one another’s tasks; and combining tasks to increase efficiency and reduce costs. A flexible work team is a group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process. A flexible work team is self-managed; members jointly assign tasks and transfer from one task to another. In a flexible work team, separate teams assemble different components and turn those components over to the final-product work team, which assembles the final product. Each team’s activities are driven by demands that have their origins in customer demands for the final product. (Refer to Figure 10. 3) Developments in Revolutionary Change: Reengineering The term â€Å"reengineering† has been used to refer to the process by which managers redesign how tasks are bundled into roles and functions to improve organizational effectiveness. It involves rethinking business processes, activities that cross functional boundaries. Instead of focusing on an organization’s functions in isolation from one another, managers make business processes the focus of attention. A business process is an activity that cuts across functional boundaries and is vital to the quick delivery of goods and services or that promotes high quality or low costs. Because reengineering focuses on business processes and not functions, an organization must rethink the way it approaches organizing its activities. A good example of how to use reengineering to increase functional integration comes from attempts to redesign the materials management function to improve its effectiveness. In the traditional functional design the three main components of materials management—purchasing, production control, and distribution—were typically in separate functions and had little to do with one another. Thus coordinating their activities is difficult. Each function has its own hierarchy, and there are problems in both vertical and horizontal communication. Today, most organizations put all three of the functional activities involved in the materials management process inside one function. Three guidelines for performing reengineering successfully are as follows: Organize around outcomes, not tasks. 2. Have those who use the output of the process perform the process. 3. Decentralize decision making to the point where the decision is made. Reengineering and TQM are highly interrelated and complementary. E-Engineering This is a term used to refer to companies’ attempts to use all kinds of information systems to improve performance. The importance of e-engineering is increasing as it changes the way a company organizes its value-creation functions and links them to improve its performance. Restructuring Restructuring is a process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness. Downsizing is the process by which managers streamline the organizational hierarchy and lay off managers and workers to reduce bureaucratic costs. The drive to decrease bureaucratic costs results from competitive pressures. Mergers and acquisitions in many industries, such as banking, have led to downsizing because fewer managers are needed. Other companies have reduced staff to match competitors. The negative effects of downsizing include overworked managers and lost opportunities. Companies that fail to control growth must downsize to remain competitive. The terms anorexic or hollow are used to refer to organizations that downsized too much and have too few managers to help them grow when conditions change. Restructuring, like other change strategies, generates resistance to change. Often, the decision to downsize requires the establishment of new task and role relationships. Because this change may threaten the jobs of some workers, they resist the changes taking place. Innovation Innovation refers to the process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so they can better respond to the needs of their customers. 10. 4 Managing Change: Action Research In Lewin’s view, implementing change is a three-step process: (1) unfreezing the organization from its present state, (2) making the change, and (3) refreezing the organization in the new, desired state so its members do not revert to their previous work attitudes and role behavior. Action research is a strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state. Figure 10. 6 highlights the steps in action research. Diagnosis of the Organization The first step in action research requires managers to recognize the existence of a problem that needs to be solved and acknowledge that some type of change is needed to solve it. In general, recognition of the need for change arises because somebody in the organization perceives a gap between desired performance and actual performance. Determining the Desired Future State This step also involves a difficult planning process as managers work out various alternative courses of action that could move the organization to where they would like it to be and determine what type of change to implement. Implementing Action 1. First, managers identify possible impediments to change at all levels. The second step is deciding who will be responsible for actually making the changes and controlling the change process. The choices are to employ either external change agents or internal change agents or use some combination of both. 3. The third step is deciding which specific change strategy will most effectively unfreeze, change, and refreeze the organization. The types of change that these techniques give rise to fall into two categories: Top-down change is implemented by managers at a high level in the organization, knowing that the change will reverberate at all organizational levels. Bottom-up change is implemented by employees at low levels in the organization that gradually rises until it is felt throughout the organization. Evaluating the Action The fourth step in action research is evaluating the action that has been taken and assessing the degree to which the changes have accomplished the desired objectives. The best way to evaluate the change process is to develop measures or criteria that allow managers to assess whether the organization has reached its desired objectives. Institutionalizing Action Research Organizations need to institutionalize action research—that is, make it a required habit or a norm adopted by every member of an organization. The institutionalization of action research is as necessary at the top of the organization as it is on the shop floor. Managerial Implications Managers must develop criteria to evaluate whether a change is necessary, and carefully design a plan that minimizes resistance. 10. 5 Organizational Development Organizational development (OD) is a series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization. The goal of OD is to improve organizational effectiveness and to help people in organizations reach their potential and realize their goals and objectives. OD Techniques to Deal with Resistance to Change Education and Communication: One impediment to change is that participants are uncertain about what is going to happen. Through education and communication, internal and external agents of change can provide organizational members with information about the change and how it will affect them. Participation and Empowerment: Inviting workers to participate in the change process is a popular method of reducing resistance to change. Participation complements empowerment, increases workers’ involvement in decision making, and gives them greater autonomy to change work procedures to improve organizational performance. These are key elements of most TQM programs. People that are involved in the change and decision-making process are more likely to embrace rather than resist. Facilitation: Both managers and workers find change stressful. There are several ways in which organizations can help their members to manage stress: providing them with training to help them learn how to perform new tasks, providing them with time off from work to recuperate from the stressful effects of change, or even giving senior members sabbaticals. Bargaining and Negotiation: Bargaining and negotiation are important tools that help managers manage conflict. Because change causes conflict, bargaining is an important tool in overcoming resistance to change. Manipulation: Sometimes senior managers need to intervene, as politics shows that powerful managers have considerable ability to resist change. Coercion: The ultimate way to eliminate resistance to change is to coerce the key players into accepting change and threaten dire consequences if they choose to resist. The disadvantage is that it can leave people angry and disenchanted and can make the refreezing process difficult. OD Techniques to Promote Change Counseling, Sensitivity Training, and Process Consultation: Recognizing that each individual is different also requires them to be treated or managed differently. Sometimes, counseling will help individuals understand that their own perceptions of a situation may be incorrect. Sensitivity training is an OD technique that consists of intense counseling in which group members, aided by a facilitator, learn how others perceive them and may learn how to deal more sensitively with others. Process consultation is an OD technique in which a facilitator works closely with a manager on the job to help the manager improve his or her interactions with other group members. Team building is an OD technique in which a facilitator first observes the interactions of group members and then helps them become aware of ways to improve their work interactions. The goal of team building is to improve group processes to achieve process gains and reduce process losses that are occurring because of shirking and freeriding. Intergroup training is an OD technique that uses team building to improve the work interactions of different functions or divisions. Its goal is to improve organizational performance by focusing on a function’s or division’s joint activities and output. Organizational mirroring is an OD technique in which a facilitator helps two interdependent groups explore their perceptions and relations in order to improve their work interactions. This technique is designed to get both interdependent groups to see the perspective of the other side. Appreciating others’ perspectives allows the groups to work together more effectively. Total Organizational Interventions: A variety of OD techniques can be used at the organization level to promote organization-wide change. Organizational confrontation meeting is an OD technique that brings together all of the managers of an organization at a meeting to confront the issue of whether the organization is meeting its goals effectively. Organizational Change free essay sample A look at how organizations manage change. (more)

Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman

The author, Marjorie Shostak, provides at the beginning of each chapter in her book a short introduction of the subject matter which precedes text in the actual chapters recounting Nisa’s life. This work covers Nisa’s life as she remembers and also provides some insights that the author has outside of the interviews with Nisa. These perspectives are given from the viewpoint of having lived and been with the !Kung women. Numerous aspects of the Kung women’s way of life is revealed, beginning with Nisa as a little girl, â€Å"I remember when my mother was pregnant with Kumsa. I was still small and I asked, â€Å"Mommy, that baby inside you†¦Ã¢â‚¬ (Shostak, 1981, P. 51) and proceeded on to her marriages, â€Å"I had refused Bo, but Tsaa, my next husband, I liked. When I married him, my breasts were just beginning to develop† (Shostak, 1981, P. 138) and further on to when she gave birth and when â€Å"After (her) children died, (she) just continued to live.† (Shostak, 1981, P. 326). But there appears to be a particular emphasis on Nisa’s sexual trysts with men from chapter 4 onwards, â€Å"There are men, a few of my lovers, who still live in my heart.† (Shostak, 1981, P. 331) This may be due to Nisa being proud that she is able to attract lovers, and she is boasting that particular fact to the author. Nisa was able to describe in detail her entire life in her interviews, even going into the little details of her play habits whilst she was young and to the long treks that she took around with her husband in her latter years. What I noticed particularly missing from the text is that it covers a mainly female viewpoint on life in a !Kung village, while information about the !Kung men were given in the introductions, it is just mainly skimming through it. If the anthropologist was a man, this book may turn out totally different, covering more of the men’s aspect on life, giving details on the men going out for hunting, the specific met... Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman The author, Marjorie Shostak, provides at the beginning of each chapter in her book a short introduction of the subject matter which precedes text in the actual chapters recounting Nisa’s life. This work covers Nisa’s life as she remembers and also provides some insights that the author has outside of the interviews with Nisa. These perspectives are given from the viewpoint of having lived and been with the !Kung women. Numerous aspects of the Kung women’s way of life is revealed, beginning with Nisa as a little girl, â€Å"I remember when my mother was pregnant with Kumsa. I was still small and I asked, â€Å"Mommy, that baby inside you†¦Ã¢â‚¬ (Shostak, 1981, P. 51) and proceeded on to her marriages, â€Å"I had refused Bo, but Tsaa, my next husband, I liked. When I married him, my breasts were just beginning to develop† (Shostak, 1981, P. 138) and further on to when she gave birth and when â€Å"After (her) children died, (she) just continued to live.† (Shostak, 1981, P. 326). But there appears to be a particular emphasis on Nisa’s sexual trysts with men from chapter 4 onwards, â€Å"There are men, a few of my lovers, who still live in my heart.† (Shostak, 1981, P. 331) This may be due to Nisa being proud that she is able to attract lovers, and she is boasting that particular fact to the author. Nisa was able to describe in detail her entire life in her interviews, even going into the little details of her play habits whilst she was young and to the long treks that she took around with her husband in her latter years. What I noticed particularly missing from the text is that it covers a mainly female viewpoint on life in a !Kung village, while information about the !Kung men were given in the introductions, it is just mainly skimming through it. If the anthropologist was a man, this book may turn out totally different, covering more of the men’s aspect on life, giving details on the men going out for hunting, the specific met...

A Good Impression of True Christianity Article Example | Topics and Well Written Essays - 500 words

A Good Impression of True Christianity - Article Example After spending time in regular prayer and meditation, Christians will eventually put to practice what they learn from God’s Word along with the promptings of the Holy Spirit. They will be â€Å"doers† of the Word and not â€Å"hearers† only for as the Bible says: â€Å"Faith comes by hearing and hearing of the Word of God.† Christians begin to practice what they preach by putting to action what they learn in their daily devotion and Bible Study. Finally, when more time is spent on prayer and meditation, people begin to spend less time finding faults in others and begin to love each other as real brothers and sisters in the Lord. In doing so, they refrain from backbiting that usually results in quarreling. The church will then become a â€Å"home† for the weary and brokenhearted. It will become a safe refuge from life’s trials and difficulties. If Christians follow these suggestions individually and as a congregation of born-again believers in Christ, the community will respect it and even be drawn to be part of it. What the world needs is a dynamic loving church that nurtures and understands not one that judges and bites. If Christians follow these suggestions individually and as a congregation of born-again believers in

Contemporary Management Problem Essay Example | Topics and Well Written Essays - 1750 words

Contemporary Management Problem - Essay Example Organizational sustainability depends on efficiency of management team. The organization is not a mere set of employees or top management. Organizational sustainability depends on synchronization between top level management, middle level management and lower level management. Business management helps to integrate functions of each department to increase the efficiency of service delivery. Business management plays a cordial role to solve critical organizational issues (labour related problem, irregular trade practices, employee disruption, maintaining transparency between each department’s works, designing vision and mission statement and maintaining a stable organizational hierarchy). Many companies use Business Crisis Management (BCM) and Continuity Management (CM) to identify and solve business related problems. Centrality of management functions revolves around few departments of the organizations. Various departments (like production, marketing, finance, operation) play pivotal role to decide the dynamics of business management. Business management plays important role in solving people related issues of management. Many organizations have failed due to poor performance of top level management in last few years. ... Learning organization concept has been used by many management research scholars to distinguish between successful and failed organizations. Learning organization can be described in the following manner. The organization gives importance on acquiring or creating and transferring information and knowledge (Porth and McCall, n.d.). Four key things are important for a learning organization. They are- 1-problem solving in an ethical and systemic manner, 2- encouraging new thoughts or process to change the management functions, trying to learn from past mistakes committed by other organizations, 3- trying to maintain equilibrium between good business practise by other organizations and self evaluation, 4- maintaining transparent communication dynamics across the organization. Free flowing communication model helps to spread the knowledge across every department of organization (Garvin, 1993, p. 81). Many organizations failed to maintain a steady business policy to create a sustainable or ganizational structure. Various management problems are explained in the following section. Organisational structure (problems regarding management hierarchy, board members are not very clear about their responsibilities, lack of communication between different functional departments). Leadership (organization is running without any mission and vision statement, organization is managing business without any long term objectives). Motivation (lack of motivation among employees to perform a particular task, lack of support from the top level management creates communication gap between them and employees). Business ethics (many companies fail to maintain fair business