Bullying and Harrasment in the Workplace Essay Example for Free

Bullying and Harrasment in the Workplace Essay In hard times people tend more to be willing to find out why things aren’t working and so a growing awareness of satisfying employees lead to a more detailed picture of bullying in the workplace. Due to great changes in hotel and hospitality industry caused by the economic crisis and its cumulative effects on the behaviour of managers as well as on employees, volition emerged to do more against bullying in the workplace. This paper critically analyzes the reason for the occurrence of bullying and gives impacts on relationship between bullying, work and health. Furthermore it shows emerging problems for the hotel and hospitality industry and gives advice to find appropriate solutions to provide a bullying-free working place. Several published definitions of bullying make it hard to find the genuine meaning of it. According to the Department of Education? s article, published on their homepage www. education. gov. k in October 2010, bullying can be defined as â€Å"Behaviour by an individual or group usually repeated over time, that intentionally hurts another individual or group either physically, emotionally or mentally†. This definition is accepted and used by various organisations in the UK for anti-bullying publications and treatment policies. Unfortunately this definition covers an array of bullying types, so Zapf D. (1996) categorised five types of bullying behaviour in the workplace to get a closer look on what bullying really is. They are work-related bullying which may include changing your work tasks or making them difficult to perform, social isolation, personal attacks or attacks on your private life by ridicule, insulting remarks, gossip or the like, verbal threats where you are criticised, yelled at or humiliated in public and physical violence or threats of such violence. Referring to those statements it is possible to critically analyze bullying by keeping in mind the definition in relationship with Zapf? s five types of bullying. Nowadays it is well-known that bullying is common in almost every Industry whether in small businesses or international companies. Especially in tourism-related businesses like hotel and hospitality industry, bullying causes capacious damage in different dimensions concerning areas like staff turnover and revenue but also number of staff away sick and motivation of employees. To avoid long-term impacts of harassment, bullying or mobbing has to be nipped in the bud according to Dolan C. (2010):1 who said that â€Å"Bullying can? survive in workplaces that won? t support it. † To provide such a workplace, is today? s great challenge for managers. Generally reasons for bullying are minor problems which aren’t obviously inflicting damage to somebody like discontent about matters, problems in private live, unintended aspersions compared to a co-worker or sometimes a harsh tone in stressful situations. In Hotel and Hospitality industry the constant contact with different people, whether new staff members or guests, provides an excellent breeding ground for such problems. It could be an annoying guest, a challenging situation or an excessive period of work strain which gets people to offend a colleague. All these minor incidents are harmful for working climate and interpersonal relationships in long-term. These problems could be categorised, in alleviated acceptation, into different types of physically and psychologically violence, referring to Fineman S. (2003), who splits workplace violence into intrusive, consumer-related and organizational violence. Intrusive violence rarely occurs in hotel and hospitality industry but is not entirely excluded. On August 21, 2010 the Intercontinental hotel in Rio de Janeiro was scene of a taking of hostages. 10 employees of the hotel were restraint for several hours until they have been released, after the police took some action towards the criminals. Attacks by terrorists against hotels and employees infrequently take place in most countries, but witnessing crime related situations could be an immense strain. A more eminent factor in tourism-related businesses is consumer related violence. Demands of customers which couldn? always be measured, are causing complaints about e. g. delays or bad handling. Especially front office employees have to deal with enormous pressure by being consistently confronted with complaints, and personal affronts from customers. Furthermore Fineman S. (2003):164 describes the occurrence of organizational violence in the workplace as a failing in the ethnically opinions of entrepreneur and characterizes this form of bullying as follows, â€Å"It translates into practices that systematically cause danger, risk or exploitation to employees. Emotionally, the employer can feel indifferent, even derisory about its workers and their psychological or physical well-being: ‘there are always more out there’. The worker may feel equally indifferent but trapped in the job. † Actually frequent occurrence of such, as in the majority of cases irrelevant sensed incidents, leads to a growth of troubles and personal antipathy against fellow-workers and employers is growing until the straw that breaks the camel? s back and physically or psychological damages are the immediate consequences. As has been proved in an array of researches by organisations dealing with the problems of bullying and harassment in the workplace, like ACAS, bullying affects a company in a tremendous variety of ways. Hotel and Hospitality industry is a very people-intensive branch primarily composed of small businesses. According to ACSA a main impact of bullying is the increase in rates of absence, especially concerning small firms where cover for sick employees is difficult to arrange. The Chartered Institute of Personnel and Development (CIPD), Europe’s largest HR and development professional body, releases every year a survey report pointing out the consequences of days of absence. In 2009 the average in days of absence, concerning all business sectors, was 7. 4 days per employee per year. The amount in hotel and hospitality sector was below average with 6. 0 days per employee per year but in comparison between hotel and hospitality and other businesses, the average annual costs of absence per employee per year are superior. Relating to the CIPD the average annual costs of absence per employee per year, enfolding all business-sectors, are 692 pounds. In this area hotel and hospitality businesses are the tragic top of the table with 1199 pounds per employee per year. The survey also shows that stress (often a result of bullying) is the major cause for long-term absence. Other consequences of bullying, described by ACAS, are poor morale and poor employee relations, loss of respect for managers and supervisors, poor performance, lost productivity, resignations, damage to company reputation and tribunal and other court cases and payment of unlimited compensations. Taking a closer look on stress it is to say that in hotel and hospitality industry it is a necessity for employees to know how to handle stress because there will always be periods of strain. The big problem in coping stress is that no two people respond to the same stressor in the same way and this is the perfect point where management should intervene. According to Stranks (2005) different strategies can be considered in dealing with work-related stress, first of all it is important recognizing the evidence of stress which could manifest in sickness, alcoholism or decreasing motivation. A second strategy is to prevent stress through e. g. personal stress audits for employees to identify causes of stress, to monitor stress levels and to report and discuss stressful elements of work to identify the measures necessary at organizational level to alleviate the problem. A third way is to give employees the opportunity to develop a personal stress-tackling technique by providing training and education. Stranks (2005):113 in this point said that employees need advice on identifying their own personal stress response and the measures necessary to coping with it. † Advice to handle stress could be found from organisations like Health and Safety Executive (HSE) releasing handbooks for employees (2003, Tackling Work-Related Stress: A Guide for Employees) as well as for managers (2001, Tackling Work-Related Stress: A Manager’s Guide to improving and Maintaining Employee Health and Well-being). These strategies work very well as reported in many case studies e. g. on United Biscuits by HSE in 2007. The case study points out that United Biscuits benefited from taking action against stress in many ways. From 2005 to 2007 reports of work related stress cases decreased from 24 to 6 per year. Furthermore HRS mentions that each case where absence is prevented, it is estimated the cost of 4 weeks wages and other associated costs is saved. As a matter of fact it is a necessity to override bullying and its consequences by management to keep costs low and protect employees from physical or psychological injuries caused by bullying. As mentioned in ‘bullying and harassment at work’, an advisory booklet publicised by ACAS, the first step to provide a bully-free working environment is to set up a formal policy including a statement of commitment from management and acknowledgement that bullying and harassment are problems for the organisation. The policy could also comprise a clear statement that bullying and harassment is unlawful, that it will not be tolerated, that it may be treated as disciplinary offences and that decisions should not be taken on the basis or whether someone submitted to or rejected a particular instance of harassment. Furthermore the policy is to comprehend steps the organisation takes to prevent bullying, responsibilities of supervisors and managers and confidentiality for any complainant. The policy should involve grievance, investigation and disciplinary procedures with timescales for action. Another point should deal with protection from victimisation and the importance and possibility of training for managers to avoid bullying. Involving staff into the process of developing such a policy will help achieving additional authority. Such a policy is supported by Stale Einarsen (1999):23 in the international journal of manpower who said â€Å"If not being permitted or supported by the people in power, a bully knows he/she may find him/herself the victim of aggressive counter-attacks and severe punishment. † In reference to ACAS the second step is to set a good example in behaviour, like discussing problems and consult employees instead of a too authoritarian management style. A current negative example for this point is the discussion about Gordon Brown? s abusive treatment of staff. The Guardian (21. 2. 2010) advertised that several employees from Downing Street No. 10 contacted the National Anti-bullying Helpline which raises discussions about Mr. Browns management style. Mr. Brown is being denoted as a bully by employees including assertions that he swore at staff, grabbed them by lapels and shouted at them. Third step to deal with bullying and harassment as a manager is to maintain fair procedures for dealing promptly with complaints from employees by using clear grievance and disciplinary procedure described in the Employment Relations Act 1999. Fourth step is to set clear standards of behaviour, to provide training and information about how to deal with bullying and to communicate the organisation? s views on it. Fifth, make clear that complaints will be dealt with fairly, confidentially and sensitively. By following these five steps of ACAS it is getting a lot easier to provide a good working climate and satisfy employees. In conclusion bullying is a problem affecting all businesses with different strength, in different ways and with different consequences, but the reason for occurrence of bullying is the one constant in all companies. It all starts with recurring minor problems that aren’t recognized until they grow big, so discussing problems and communicate them will help companies save money and satisfy employees. By using a metaphor to describe bullying, the strength in which bullying affects humans as well as companies could be expressed as follows A single thunderous gust could disroot trees, but a permanent breeze transforms mountains into grains of sand.

History of Hans Frank

History of Hans Frank Dylan Myers   THESIS STATEMENT In my Holocaust research report for Mr. Benevento and Mrs. Welch, I will discuss Hans Frank; I will focus on his diary, his imprisonment, his background and his purpose of the Holocaust. I will also talk about what happened in his life. Outline Holocaust Intro Quote Why its important to learn about. Thesis Statement. Hans Frank Background Birth Family Life Early Childhood+Education War/ Military Background How he got to his position Role in Nazi Admin Imprisonment Reason Diary Trial/Death Conclusion INTRODUCTION I ask nothing of the Jews except that they should disappear. (Hans Frank) The Holocaust was the murder of six million Jews. Hans Frank was the Governor General of Poland. He was arrested and murdered on October 16, because he killed a lot of Jews. In my Holocaust research report for Mr. Benevento and Mrs. Welch, I will discuss Hans Frank; I will focus on his diary, his imprisonment, his background and his purpose of the Holocaust. I will also talk about what happened in his life. Hans Frank was born on May 23,1900 in Karlsruhe, Germany. Frank was born into a middle-class Catholic family. Frank had an older brother, Karr Jr. and a young sister, named Elizabeth. Franks father was a lawyer so Frank went to Law school to become a lawyer as well. In 1917 Frank, served in the German army in the World War 2. Frank also joined the German Workers Party. On April 2, 1925 Frank married 29 year old Brigitte Herbst. Frank continued to study law and in 1926 he passed the final examinations and became a Legal Advisor for Hitler. Frank had 5 children Sigrid Frank born in 1927. Norman Frank born in 1928, Brigitte Frank born in 1935. Also had 2 other kids named Michael Frank born in 1937, and Niklas Frank born in 1938. While they had Other children their marriage didnt go so well so Frank asked for a divorce in 1942. Brigitte begged and begged for Frank not to divorce her. Frank became the Chief Administration officer for Polish territories. On October 12,1939 Frank became the Governor General of the Polish Territory. In 1939 Frank now became the President of the German Academy Of Law. Frank got his position in the Military because he went to school and studied law and because he had a contribute to the Fuhrestaat. Frank was actually one of Hitlers top lieutenants. Franks role in the Nazi was commissioner and reformer. During World War I Frank joined the German Army. After the war Frank joined the Freikorps. Soon after that Frank joined the Nazi party. After that he became a legal advisor for Hitler and the Nazi Party. Hitler appointed Frank Minister of Justice in Bavaria in 1933, after Hitler became Chancellor. In 1939 Hitler then mad Frank the Governor General of Poland. Hans Frank was arrested by troops on May 3, 1945 at Tegernsee lake in Germany. Hans Frank went to prison because he was responsible for the murder of thousands of Polish Civilians and Jews. While in prision Frank had a diary during his administration role.. The diary has a total of 38 volumes, and included speeches, transcripts of conferences, and minutes of cabinet sessions. Frank was captured by troops on May 3, 1945 at Tegernsee. On his first day in prison Frank tried to commit suicide by trying to cut his throat, but failed to do so. Hand Frank then went to trial on November 20, 1945. He then tried to commit suicide again two days after by lacerating his arm, but this failed as well. Frank was found indicted under four counts. Then Frank was found not guilty on counts one and two but found guilty on counts three and four. Frank admitted to his guilt in the Holocaust. Frank was sentenced to death on October 1, 1946. Frank was executed on October 16, 1946. Hans Frank was the only p erson who entered the gas chamber with a smile on his face. Frank even said im thankful for my treatment during my captivity and I want to ask god to accept me with mercy. This is all about Hans Frank. It talked about his background, his role in the war/ military, and his imprisonment. In his background it first talked about his birth, then his family life, then his Early childhood and education. The second thing it talked about was the War/ Military background. This talked about how he got to his position in the war and his Role in the Nazi Admin. The third thing it talks about is his imprisonment. This talked about the Reason he went to jail, his Diary he wrote, and his trial and death. This is all about Hans Frank. WORKS CITED Hans Frank. Retrieved from http://www.historylearningsite.co.uk/nazi-germany/nazi-leaders/hans-frank/ Hans Frank. Retrieved from http://www.holocaustresearchproject.org/ar/frank.html Hans Frank. Retrieved from https://www.jewishvirtuallibrary.org/nuremberg-trial-defendants-hans-frank Hans Frank. Retrieved from http://spartacus-educational.com/GERfrank.htm Journal And Office Records Of Hans Frank, Governor General O. Retrieved from http://nuremberg.law.harvard.edu/documents/3796-journal-and-office-records?q=*#p.1 Nuremberg Trial Judgements: Hans Frank. Retrieved from http://www.jewishvirtuallibrary.org/nuremberg-trial-judgements-hans-frank United States Holocaust Memorial Museum. Retrieved from https://www.ushmm.org/wlc/en/article.php?ModuleId=10007108 War And Social Upheaval: World War 2biographies Hans Frank. Retrieved from http://histclo.com/essay/war/ww2/bio/f/bio-frankh.html

Organizational change typology of evolutionary and strategic changes

Organizational change typology of evolutionary and strategic changes Introduction: This assignment examines organizational change, focusing on the distinction of changes according to their scope and presenting a typology of evolutionary and strategic changes. Business in the new millennium will continue to increase in intricacy. More and more, this demanding environment forces executives and managers to deal with constant change. Globalisation, increased opposition, international development and reformation are just a few of the challenges faced daily. Success in dealing with these new challenges will depend to a great extent on the organisation’s ability to change and adapt. It will depend on how well these organisations can manage these situations by understanding the opportunities and challenges that accompany it. The organisations that will succeed are those that recognise and react the fastest to change. Therefore, the ability of an organisation’s staff to change can mean the difference between scraping just to get by or else becoming the industr y leader. In either case the results translates into millions of dollars in revenues, profits, or losses. It must therefore be accepted that change is an organisational reality. It is critical therefore for managers and executives in todays business environment to be equipped with the skills necessary to manage change. Ultimately it is people who make organisations, and if they do not change, then there is no organisational change. The challenge therefore is for managers and executives to not only know what to change but how to go about it especially in relation to people, products, processes and systems, marketing strategies etc. Just like the butterfly, organisations will have to change and undergo a metamorphosis before they can fly. If they do not, they will be doomed to live out their lives only as caterpillars, or worse still become dinosaurs. Litrature Review: Organizational change is an empirical observation in an organizational entity of variations in shape, quality or state over time (Van de Ven and Poole, 1995), after the deliberate introduction of new ways of thinking, acting and operating (Schalk, Campbell and Freese, 1998). The general aim of organizational change is an adaptation to the environment (Barr, Stimpert and Huff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an improvement in performance (Boeker, 1997; Keck and Tushman, 1993). This definition encompasses many situations that should be distinguished by applying certain dimensions to establish ‘typologies of change’. We will refer to the scope of change, because it is one of the most used variables in literature to design change typologies. That way, changes can be defined along a continuum starting in lowscope or evolutionary changes to high-scope or strategic ones. With the aim of making the use of this dimension (scope) easier, we will describe bot h extremes of the continuum, but we should always keep in mind that real changes are not a pure type but a mixture. First, we will describe evolutionary, incremental, or first order changes. These are small changes that alter certain small aspects, looking for an improvement in the present situation, but keeping the general working framework (Blumenthal and Haspeslagh, 1994; Goodstein and Burke, 1991; Greiner, 1972; Levy, 1986; Mezias and Glynn, 1993; Nadler and Tushman, 1989; 1990). The second type of changes arestrategic, transformational, revolutionary or second order ones. They are radical transformations, where the organization totally changes its essential framework (Blumenthal and Haspeslagh, 1994; Ghoshal and Bartlett, 1996; Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990), looking generally for a new competitive advantage (Hutt, Walker and Frankwick, 1995) and affecting the basic capabilities of the organization (Ruiz and Lorenzo, 1999). Background to Change exits in HP Economic Movement: Managing change is one of the most important issues confronting information technology (IT) organizations today. By combining three powerful products—HP Service centre software, HP Change Control Management software and HP Universal Configuration Management Database (CMDB) software—HP Change Management Suite software gives IT managers, changer managers and change advisory boards (CABs) a complete solution for managing change within an IT environment. This tightly integrated solution enables IT departments to gain visibility into the IT environment and service dependencies, and manage the change process in a standardized manner to increase the number of effective, well-founded changes their companies undertake. It also provides decision support for the CAB by auto mating impact analysis to make change decisions based upon business impact and mitigates the risks inherent in instituting change. Strengths and Weaknesses of Change within an organisation in regards to HP: Strengths: Sole point of contact, high market consciousness, easier for customers to deal and cooperate. Easier to preserve functional skill, staffs tends to be more loyal to occupation, frequently has lower cost at the unit level. Highly combined work units, integrated functions, and backup skills. Easier harmonization, determined on the customer, more supple, minimal isolation, flatter, staff gain broader information of the business. Federal responsibility, higher quality, faster decision making, focused on the customer of each product/service group. Flexible resource planning, high practical knowledge exposed to diversity, forced collaboration service areas. Weaknesses: Less contribution/higher costs, more product or service changeability. Tends not to have end-to-end customer sight, practical priorities sometime are contradictory, more difficult to transform processes due to isolation of functions. Some laying-off of functions, lower sense of useful responsibility. Difficult to put into practice and maintain, requires cross functional expertise, long term management commitment. Comparison of alternative forms of organisational development: Digital change and organisational Development: It is been investigated the determinants of local governmental presence and the influence of organizational presence using econometric scrutiny, supported by qualitative information from the review. The variables included in these regressions and the hypotheses about the impacts of explanatory variables are discussed in a later section. In all regressions, the coefficients and standard errors were corrected for sampling weights, stratification, and the total number of communities in the central region (StataCorp 1997). The results are thus agent of the province as a whole. Standard mistakes were approximate using the Huber-White estimator, and are thus robust to general forms of heteroskedasticity (White 1980). A pathways of enlargement found in the region, were included as descriptive factors in the analysis (along with other factors).10 A development pathway is defined as a common prototype of change in livelihoods and resource management, and thus represents a particular set of ec onomic opportunities and constraints (Pender, Scherr, and Duron 1999). Using data on occupations and changes in profession and land use since the mid-1970s, six pathways of development were acknowledged. Basic grain (maize, beans and sorghum) production is the most or second most important profession in all but one of the sample communities. Other factors were therefore more determinate in characteristic the pathways. The pathways include villages where 1) basic grain production is the dominant economic activity and has been expanding during the past 20 years (basic grains expansion pathway), 2) basic grains production is the dominant economic activity though production has been sluggish or failing (basic grains stagnation pathway), 3) horticultural (mainly vegetable) production has amplified and has become the first or second most important activity (horticultural expansion pathway), 4) coffee production has increased and is the first or second most important activity (coffee expan sion pathway), 5) forestry performance are the first or second most important activity (forestry specialization pathway), and 6) non-farm employment has increased and become the first or second most important source of income (non-farm employment pathway). Involvement of Stakeholders in the Introduction of Change in an Organisation: Stakeholders, including NGOs, investors, and activists, as well as communities, labour, and consumers, are playing an increasingly important role in improving corporate behaviour. Some NGOs are using tactics of direct confrontation. Others have been working for years to create partnerships with companies in order to help them green their production, often in ways that actually save them money. As well, the investor community is taking an increasingly active role in encouraging corporations to consider not just the next quarter’s earnings but also the long-term financial risks of failing to address broader social and environmental issues. Together, these are proving key strategies in compelling corporations to internalize the environmental and social costs that are often ignored in the mad race for profit. Analysis and Evaluation of the Strategies: Corporate managers face many daily pressures, and improving social and environmental records (often in ways that don’t directly enhance the bottom line) is not generally their highest priority—until their corporations suddenly become the targets of bad publicity from a coordinated group of activists. With corporations spending a half trillion dollars each year to create positive images through advertising, a sudden storm of negative publicity from the actions of thousands of coordinated activists can swiftly raise environmental issues to the top of managers’ action-item lists. This fear of public shaming—and the connected loss of profit and stock value—are what makes these â€Å"corporate campaigns† so successful. Unlike traditional campaigns against companies, such as boycotts, labour strikes, and litigation (which remain important but often have limited objectives), corporate campaigns treat the targeted company more as a lever of change th an as an end in itself. When a coalition of NGOs and investors led by the Rainforest Action Network (RAN) targeted Citigroup, the goal was to reduce overall exploitation of natural resources. But RAN didn’t target mining and logging companies—which are not in the public eye and depend on continued extraction to survive—pouncing instead on the financial institutions that capitalize the mining and logging companies. Unlike them, banks spend billions to maintain strong brands and customer bases. These assets are essential, and thus exploitable vulnerabilities.And exploit RAN did. In 2000, RAN asked Citigroup to adopt a green lending policy.While the company initially refused, after more than three years of protests, shareholder actions, and other irritating tactics, Citigroup finally recognized that lending to unsustainable industries would be more costly than profitable, while not lending to them would be worth its weight in free advertising. Once Citigroup yielde d, its antagonistic relationship with RAN evolved into a collaboration to ensure adherence to its new standards—a partnership that provided much free publicity to Citigroup. Meanwhile, RAN quietly drafted a letter to Bank of America asking managers to adopt a similar policy. Bank of America, having witnessed the disruption that committed activists can cause by chaining themselves to bank doors, quickly realized that it was better to join the ranks of ecofriendly banks. Bank of America’s capitulation then left JPMorgan Chase as the next target, and it soon followed suit. Conclusion: It can be argued that the booming management of change is vital to any organisation in order to endure and succeed in the present highly economical and endlessly evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often clashing, mostly deficient pragmatic evidence and supported by undisguised hypotheses concerning the nature of fashionable organisational change management. The reason of this assignment was, therefore, to provide a significant review of some of the main concepts and methodologies to organisational change management as an important initial step towards implementing a new framework for managing change. Reference: Boeker, W. (1997) â€Å"Strategic change: The influence of managerial characteristics and organizational growth†, Academy of Management Journal, 40 (1), pp. 152-170. Blumenthal, B. and Haspeslagh, P. (1994) â€Å"Toward a Definition of Corporate Transformation†, Sloan Management Review, 35 (3), pp. 101-106. Ghoshal, S. and Bartlett, C.A. (1996) â€Å"Rebuilding Behavioral Context: A Blueprint for Corporate Renewal†, Sloan Management Review, 37 (2), pp. 23-36. Goldstein, J. (1988) â€Å"A Far-from-Equilibrium Systems Approach to Resistance to Change†, Organizational Dynamics, (Autumn), pp. 16-26. Goodstein, L.D. and Burke, W.W. (1991) â€Å"Creating Successful Organization Change†, Organizational Dynamics, 19 (4), pp. 5-17. Greiner, L.E. (1972) â€Å"Evolution and revolution as organizations grow†, Harvard Business Review, (July/Aug.), pp. 37-46. Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) â€Å"Hurdle the Cross-Functional Barriers to Strategic Change†, Sloan Management Review, 36 (3), pp. 22-30. Leana, C.R. and Barry, B. (2000) â€Å"Stability and Change as Simultaneous Experiences in Organizational Life†, Academy of Management Review, 25 (4), pp. 753-759. Levy, A. (1986) â€Å"Second-Order Planned Change: Definition and Conceptualization†, Organizational Dynamics, (Summer), pp. 5-20. Mezias, S.J. and Glynn, M.A. (1993) â€Å"The three faces of corporate renewal: institution, revolution, and evolution†, Strategic Management Journal, 14, pp. 77-101. Nadler, D.A. and Tushman, M.L. (1989) â€Å"Organizational Frame Bending: Principles for Managing Reorientation†, Academy of Management Executive, 3, pp. 194-204. Nadler, D.A. and Tushman, M.L. (1990) â€Å"Beyond the Charismatic Leader: Leadership and Organizational Change†, California Management Review, 32 (2), pp. 77-97. Pender, J., S.J. Scherr, and G. Durà ³n. 1999. Pathways of development in the hillsides of Honduras: Causes and implications for agricultural production, poverty, and sustainable resource use. Environment and Production Technology Division Discussion Paper No. 45. Washington, D.C.: International Food Policy Research Institute. Ruiz, J. and Lorenzo, J.D. (1999) â€Å"Cambio estratà ©gico y renovacià ³n organizativa: utilizacià ³n de las capacidades latentes y perifà ©ricas†, Revista Europea de Direccià ³n y Economà ­a de la Empresa, 8 (4), pp. 71-82. Schalk, R., Campbell, J.W. and Freese, C. (1998) â€Å"Change and employee behaviour†, Leadership Organization Development Journal, 19 (3), pp. 157-163. StataCorp. 1997. Stata statistical software: Release 5.0. College Station, TX: Stata Corporation. Van de Ven, A.H. and Poole, M.S. (1995) â€Å"Explaining development and change in organizations†, Academy of Management Review, 20 (3), pp. 510-540. White, H. 1980. A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica 48: 817–838.

An Analysis of The Cask of Amontillado Essay -- essays research papers

An Analysis of â€Å"The Cask of Amontillado   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"The Cask of Amontillado† Edgar Allan Poe takes us on a journey into the mind of a mad man. The story relates a horrible revenge made even more horrible by the fact that the vengeance is being taken when no real offense had been given. In a short space and with ultimate technical skill, Poe creates a nightmare, guaranteed to give the reader a sleepless night.   Ã‚  Ã‚  Ã‚  Ã‚  The plot of the story is a simple one. Montresor tales revenge on his friend Fortunato by luring him into the tunnels under the family estate. There he leads Fortunato into the depths of the catacombs where he buries him alive by walling him into a niche. The story is told in first person from the point of view of Montresor himself. The exposition of the story occurs when Montresor tells us that he wants to take revenge on Fortunato because â€Å"he ventured upon insult.† We also learn that he intends to go unpunished for this act of vengeance. The narrator informs us that he is going to continue to smile in Fortunato’s face, but use the pride his victim has in wine to lure him into the catacombs to taste some of his non- existent amontillado. At this point, the reader knows the conflict will be one of man against man. It is an external struggle because Fortunato and Montresor are in a life and death fight. However, the conflict is largely internal, because Montresor has a fierce hatred that Fortunato is unaware of. The narrative hook seems to occur when Fortunato follows Montresor into the vault. Even if the reader was confused by the language of the first paragraph or is puzzled by the motive of the narrator, he is curious to know what will happen next. We know the moment of revenge is at hand, but what is Montresor going to do to Fortunato? Why is he taking him underground?   Ã‚  Ã‚  Ã‚  Ã‚  The climax of the story is when Montresor chains Fortunato to the wall and begins to layer the bricks. It is our high point of emotional involvement. We are like Fortunato in that we cannot bring ourselves to believe what is about to happen. The denouement lets us know indeed, Montresor was never punished for this crime. Fifty years has passed and he is an old man telling the story on his deathbed. The true horror is that Fortunato died a terrible death, utterly alone, and his killer was never brought to justice.   Ã‚  Ã‚  Ã‚  Ã‚  Perhaps the theme in the story is the least imp... ...ng about Fortunato’s health and says he will not die of a cold. The greatest use of irony is when Montresor says he is a member of the masons. Fortunato thinks he means he is of a fellow member of a society when what he really means is that he is a bricklayer about to brick him in for all eternity. This conversation also provides foreshadowing in the story. This is the first clue the reader gets about how Montresor will punish Fortunato.   Ã‚  Ã‚  Ã‚  Ã‚  The overall mood of the story is one of horror and impending evil. The ending of the story is filled with suspense. What will happen now that Fortunato is chained to the wall? Will Montresor come to his senses and have mercy on Fortunato? We see Montresor carefully construct each tier of the wall. Why does he hesitate at the end? Will he react to the desperate cry of Fortunato? When the last brick is set in place, we know Fortunato’s doom has been sealed.   Ã‚  Ã‚  Ã‚  Ã‚  I find that this story makes the hairs on my back of my neck rise every time I read it. There is no real violence in the modern sense of the word, yet it is more horrifying because of all the things you don’t see with your outward eye but the with inward eye of the imagination. An Analysis of The Cask of Amontillado Essay -- essays research papers An Analysis of â€Å"The Cask of Amontillado   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"The Cask of Amontillado† Edgar Allan Poe takes us on a journey into the mind of a mad man. The story relates a horrible revenge made even more horrible by the fact that the vengeance is being taken when no real offense had been given. In a short space and with ultimate technical skill, Poe creates a nightmare, guaranteed to give the reader a sleepless night.   Ã‚  Ã‚  Ã‚  Ã‚  The plot of the story is a simple one. Montresor tales revenge on his friend Fortunato by luring him into the tunnels under the family estate. There he leads Fortunato into the depths of the catacombs where he buries him alive by walling him into a niche. The story is told in first person from the point of view of Montresor himself. The exposition of the story occurs when Montresor tells us that he wants to take revenge on Fortunato because â€Å"he ventured upon insult.† We also learn that he intends to go unpunished for this act of vengeance. The narrator informs us that he is going to continue to smile in Fortunato’s face, but use the pride his victim has in wine to lure him into the catacombs to taste some of his non- existent amontillado. At this point, the reader knows the conflict will be one of man against man. It is an external struggle because Fortunato and Montresor are in a life and death fight. However, the conflict is largely internal, because Montresor has a fierce hatred that Fortunato is unaware of. The narrative hook seems to occur when Fortunato follows Montresor into the vault. Even if the reader was confused by the language of the first paragraph or is puzzled by the motive of the narrator, he is curious to know what will happen next. We know the moment of revenge is at hand, but what is Montresor going to do to Fortunato? Why is he taking him underground?   Ã‚  Ã‚  Ã‚  Ã‚  The climax of the story is when Montresor chains Fortunato to the wall and begins to layer the bricks. It is our high point of emotional involvement. We are like Fortunato in that we cannot bring ourselves to believe what is about to happen. The denouement lets us know indeed, Montresor was never punished for this crime. Fifty years has passed and he is an old man telling the story on his deathbed. The true horror is that Fortunato died a terrible death, utterly alone, and his killer was never brought to justice.   Ã‚  Ã‚  Ã‚  Ã‚  Perhaps the theme in the story is the least imp... ...ng about Fortunato’s health and says he will not die of a cold. The greatest use of irony is when Montresor says he is a member of the masons. Fortunato thinks he means he is of a fellow member of a society when what he really means is that he is a bricklayer about to brick him in for all eternity. This conversation also provides foreshadowing in the story. This is the first clue the reader gets about how Montresor will punish Fortunato.   Ã‚  Ã‚  Ã‚  Ã‚  The overall mood of the story is one of horror and impending evil. The ending of the story is filled with suspense. What will happen now that Fortunato is chained to the wall? Will Montresor come to his senses and have mercy on Fortunato? We see Montresor carefully construct each tier of the wall. Why does he hesitate at the end? Will he react to the desperate cry of Fortunato? When the last brick is set in place, we know Fortunato’s doom has been sealed.   Ã‚  Ã‚  Ã‚  Ã‚  I find that this story makes the hairs on my back of my neck rise every time I read it. There is no real violence in the modern sense of the word, yet it is more horrifying because of all the things you don’t see with your outward eye but the with inward eye of the imagination.

Compare and contrast two poems that contain different representations :: English Literature:

Compare and contrast two poems that contain different representations of school pupils. 'Comprehensive' is a representation of a comprehensive school, in the way that the diverse mixture of cultures are included in the poem. Each pupil has a different life and culture, and the pitfalls of comprehensive schools are clearly shown by the way in which each pupil is represented. The first pupil is African, and homesick, and is not happy in England. It seems as though she misses her culture, and feels as though she is being stifled by the British culture. This is also true of 'In Which The Ancient History I learn Is Not My Own.' The boy represented in this poem is homesick, and also feels stifled by the British culture, due to the fact that he is being almost forced into it, thus not allowing him to enjoy his own Irish culture. The teacher wants him to learn 'The English Kings, the famous battles and God's grace in History' which causes him to begin to forget his own History, which he is desperately trying to hold on to. The second pupil in 'Comprehensive' is a boy named 'Wayne,' who is depicted as a stereotypical boy. He is precocious in the way he thinks he is 'too old for games' and believes he is old enough to support something so controversial, when clearly he does not understand it to a full extent. He holds a very patriarchal view, especially when it comes to women. He believes that they are there to have their knickers pulled down, as it were and cook for him. Such a strong attitude as this for a pupil of only fourteen years of age inevitably will cause friction between him and his peers and teachers. And in a school of mixed culture, this would not bode well. Although the teacher has not such a derogatory attitude as Wayne, she is similar in the way that she has very strong views that she places upon the young Irish boy in, 'In Which The Ancient History Is Not My Own.' The Teacher is very patriotic, and expects the pupil of a completely different culture to be the same about England. An example of this is when the teacher describes the Roman Empire as 'the greatest Empire ever known- until our time of course.' This is the kind of attitude that is almost stripping the boy of his patriotism of his own land, and restricting him from learn about his own History. He has had to take on another cultures history and been forced to take it on as his own. Similarities can be made between the young Irish boy and 'Ejaz' and

Building Your Own Legacy: A Retirement Speech

It was 1966 when a young [man/woman] entered this company immature and raw, with an overall purpose of doing nothing but being able to exit it with the accomplishment that only the best employees could have done.This [man/woman] who is now about to exit the door of this company, now proudly declares that the best thing that an employee could have done in [his/her] working career is being able to leave behind a legacy that is unique to [his/her] characteristic and ability, receptive to all obtainable opportunities, passionate to all types of toil or hustle, and commendable to as many colleagues as the situation can.On this day, we commemorate the celebration of this [man/woman]’s retirement in a profession where only the striving is able to reach the end of the road, with a pen in the right hand and a pad on the left, regardless of our company’s opportunities, objectives, and general mission. This [man/woman] was able to contribute a great deal to us.It was the year 1973 when [he/she] was given an integrity award for being able to write a forty-two-paged report on the MA Hub Jetliner Crash in Boston on July of that same year. By 1979, [he/she] was declared as The Most Valuable Employee of the Year for having been driven public contribution that reached $2. 3 million in totality for the Give a Gift on Christmas. It was an award that repeated again in 1983 for our Share a Lot Project that gave the company recognition award from the U.  S. Department of Labor.There were also awards, recognitions and special accolades in the years 1987, 1991, 1995, 2000, 2003, and 2008 for achievements, which told us that this [man/woman] born in [name of city] is one that redefined the true meaning of what a real employee is: one that is built in true service of his department and the company for the betterment of the public and the country.It appears that the self is worthless without the passion to serve other people for a future that is bright, bountiful, and boo ming. Reference Events that touched our ancestors’ lives. (2008). Retrieved November 25, 2008, from http://www3. gendisasters. com/taxonomy_menu/4/239.

Women in india

Objectification of women in India â€Å"You can tell the condition of a Nation by looking at the status of its Women. † Jawaharlal Nehru, Leader of India's Independence movement, and India's first Prime Minister. According to a global poll conducted by Thomson Reuters, India is the â€Å"fourth most dangerous country† in the world for women and the worst country for women among the 620 countries. Today's India offers a lot of opportunities to women, with women having a voice in everyday life, the business world as well as in political life.Nevertheless India is still a male dominated society, where women are ften seen as subordinate and inferior to men. In Ancient India, scholars believe that in ancient India, women enjoyed equal status with men in all aspects of life. Works by ancient Indian grammarians such as PatanJali and Katyayana suggest that women were educated in the early Vedic period. Rigvedic verses suggest that women married at a mature age and were probably free to select their own husbands. So, what happened in the middle age/ Medieval Period of Indian civilization?Indian women's position in society further deteriorated during the medieval period, when Sati, child marriages and a ban on emarriage by widows became part of social life in some communities in India. India's Patriarchal Traditions Dowry Tradition: Much of the discrimination against women arises from India's dowry tradition, where the bride's family gives the groom's family money and/or gifts. Dowries were made illegal in India in 1961, however the law is almost impossible to enforce, and the practice persists for most marriages.Women as a Liability: The Indian constitution grants women equal rights to men, but strong patriarchal traditions persist in many different societal parts, with women's lives shaped by ustoms that are centuries old. Hence, in these strata daughters are often regarded as a liability, and conditioned to believe that they are inferior and subordinate to men, whereas sons might be idolized and celebrated. Discrimination against Women: It should be noted that in a vast country like India – spanning 3. 9 million sq. km, where cultural backgrounds, religions and traditions vary widely – the extend of discrimination against women also varies from one societal stratum to another and from state to state – some areas in India being historically more inclined to gender bias than others. Present scenario Women are becoming unprotected day by day both at their homes and outside. The NCRB (National Crime Record Bureau) states in its report that every hour in India 18 women are raped.There has been recorded 700 per cent phenomenal increase in cases of rape from 1971 data's, whereas in other areas of crime against women this increase is 300 per cent. Evidently, this heinous crime against women reflects the taltering moral and mental state ot men in society . There nas been a marked increase in crimes against women in rece nt years. Every year around 6000 women are prey to dowry deaths. Bride burning is the major means of dowry death. Rural areas are witness to more violations of women's human rights. This is more concerning because more than 70 per cent of Indian population resides in the rural areas.In rural areas women are prey to molestation every 26th minute, rape every 34th minute, sexual abuse every 42nd minute, kidnapping every 43rd minute and dowry death every 93rd minute. While in the educated, urban middle class women's rights continue to improve, there remains a strong bias against gender equality in those societal parts of India, where patriarchal traditions prevail. Consequently, in these strata any inheritance of a deceased husband or father would be passed down to the oldest son, while his wife or daughters would not receive any financial benefit.There are laws in place to ensure legal protection for women's right to inheritance, but the enforcement of the law is challenging, when the woman is refused her right by the family, and when she is not confident or educated enough to claim her right. Bollywood The narratives of Hindi cinema have undoubtedly been male dominated and male centric. Themes have been explored from the male audience's point of view. The heroine is always secondary to the hero. Her role is charted out in context of any male character which is central to the script.It may be the hero, the villain, the father, the boss, an elderly male figure etc. She is devoid of any independent existence and her Journey throughout the film is explored in relation to the male character. This kind of straightjacketing limits the women's role to providing glamour, relief, respite and entertainment. For eg: Priyanka Chopra†s character in Agneepath (2012) is not of any significance to the story as such. It is only to give the audience a reak from the tedious scenes of violence and drama. She is there only as a romantic partner to Hrithik Roshan who is busy in avenging his father's brutal murder.Chronicling the male†s experiences, dreams, stories, revenge, angst, ambitions etc has been the essence of Hindi films. In the action genre of films popularized by the likes of Akshay Kumar, Sunny Deol and Sunil Shetty; the heroine is abruptly placed in the romantic track as a distraction for the viewer from monotonous bouts of violence. It is unusual to witness a strong female character in an action movie even if she indulges in some fghts and punches. Where are the Charlie's Angels of Bollywood (2000) and where can we find a character that Angelina Jolie played in SALT (2010)?Bollywood has so far dished out such female characters that the audience has almost been tamed into accepting women in certain kinds of roles only. Conclusion It is difficult to come to a uniform conclusion on the portrayal of celluloid women. Considering the fact that women in India are not a homogenous group – they belong to different religions, castes, class , and socio-economic status and have different kinds of ambitions and desires as a result of which they lead different lives, it is mproper to conclude that women on Indian silver screen have been portrayed in an identical manner.The portrayal ot course nas to be sensitive to the category to which they belong. For e. g. : An urban middle class woman's story would be entirely different from that of a woman in a village. Films thus have to be responsive towards the context in which they locate women characters. Women characters should possess agency to dismantle the existing power structures as well as be able to negotiate their own position within this structure. It is time that cinema seeks a redefinition of women as objects of male gaze. Women's experiences and dilemmas as points of narration are the need of the hour.Going beyond the stereotypes will do a great help to the cause of women in Indian society. Cinema has to create a separate and independent space for Indian women to he lp them realize their dreams. Cinema's only end is not to entertain. It must begin a quest for social change through entertainment. As a media product, identified to accelerate the process of modernity, cinema should not stick to the ?formula film†6; it should come up with more progressive representations of women. Such portrayals would do Justice to women and their role in the society.