Things that will Help you through College Essay Example For Students

Things that will Help you through College Essay Many people believe being a college student is easy, but it is not. I was one of those people, before I started college. After starting college, I realized that it was nothing like I thought it was going to be. I had to learn how to manage my time wisely, pay attention in class, be on time to every class, do things that are hardest first, and ask for help when needed. How can I be successful, if I do not do these things? Managing my time was the hardest for me to do. I have to keep a house clean, take care of two dogs, write letters to my husband, and find time to study. We will write a custom essay on Things that will Help you through College specifically for you for only $16.38 $13.9/page Order now I decided that it was best to clean my house in the morning, and do my studying in the afternoon. I would take the dogs out in between cleaning and studying. Before getting ready for bed, I would write my letters to my husband. Having a schedule is better then trying to cram everything in at one time. Paying attention and taking notes will help me get better grades. If I do not do these things in class, I will not be able to pass. It is very important to know what to do so that I do it right the first time. For instance, I have an assignment due by Thursday. How will I know what to do on it if I was not paying attention? Many people are tardy. I have learned since I have started college that if I was to be tardy three time it counts as an absent. I have only been tardy once, and I try to be on time. After being absent so many days that affects my GPA, and I could even fail the class. I gained knowledge of the work that I have trouble with. For example, in math class we are assigned the odd problems. I would do a few of the problems that I was good at, and then do the problems that I struggled with. This is because I already know how to do the easy ones. If I had trouble with the harder ones, I could ask the teacher to explain it to me. I had to realize that I needed help, and not be afraid to ask for it. I was always afraid to ask questions in class because I did not want people to think that I was dumb, or make-fun of me. I have realized that the only dumb question is the question that is not asked. However, I have learned after being in college for almost a month that I am not the only one who needs to ask questions, or get a tutor. Getting a tutor does not mean that I am dumb it just means that I need help. Managing my time is also important. If I do not manage my time, I will not be able to accomplish all that needs to be done. Paying attention in every class is important too, because if not I will not obtain the grades needed to pass. I also try to be on time to class, because if I am not how would that look when applying for a job? Every time I am assigned a hard project, I try to work on it a little at a time and not all in one sitting. I am well-informed, since starting college that it is okay to ask for help when I need it. I need to keep all these things in mind because they will help me throughout my college career.

Sociolinguistics Essays

Sociolinguistics Essays Sociolinguistics Essay Sociolinguistics Essay The book discuses topics on sociolinguistics such as differences in language, language diversity, code-switching, prototype, speech, anthropological linguistics, linguistic and social disparity, gender difference and educational inferences of sociolinguistics. This second edition added up new segment on civility and courtesy, accommodation and samples. He also opened out the discussion about sex differences, association between language and thought and speech. As discussed in his first edition, language variety, speech as a social interaction and its quantitative study keep on.This is a very intriguing book. Hudson makes several statements but conflict with what he wants to articulate. For example, on page 11, he says â€Å"no two speakers have the same language, because no two speakers have the same experience of language† (Hudson, 1996)and â€Å"Effectively, the ‘socio-‘of ‘sociolinguistics is redundant.† This is somewhat in c lash with his conventional conception about language, assortment, dialect and speech communities in his second chapter. He disputes the subsistence of them and can’t be used as a theoretical constructs.In some topics, the association of the topics is not intact but rather same topics can be found anywhere within the book. The author seems to â€Å"beat around the bush† where ideas are circling back on itself. The author argue the work of both Labov and Chomsky without clear explanations about what he is trying to say and what he want reader to understand. His arguments about variance of his idea against Labov and Chomsky are incomprehensible arguments. Specifically, his explanations about the section on quantitative study of speech are very poor. In addition, the graphs being used are poorly labeled or unlabeled. In explaining the authors ideas, there’s no precision and exactness. In page 16, For instance, he says â€Å"As for morphology, this is left out altog ether, which again makes for ease of learning†¦.† (Hudson, 1996) .A reader can’t grasp how morphology has been left out altogether. There are so many explanations in the book without clear thoughts and sometimes careless.The significant role of the book can be taken seriously in the first two chapters of the seven chapters. For example, he makes significant arguments about varieties of language. He says, in pages 23-24,   that language should be taken into account as â€Å"a phenomenon including all languages of the world and then stresses that there is variety among languages is difficult to hunt down (Hudson, 1996). However, he concludes that varieties are not present. Rather, aspects of language may vary. People have different ways on how they use their language. People have different items on how they utter their language. Every people have a â€Å"part of the set† in the items they have in their language.In chapters three through six, he makes a sign ificant notion of several concepts of sociolinguistics. According to Hudson, sociolinguistics deals with the study of language in relation with the society. I find very interesting in chapter three – Language, culture and thought. Specifically, his arguments about prototypes and sexism in the language system are very good which I found to be attractive. It can give details about indistinct boundaries of concepts where critical feature cannot. Language maintenance and alterations are very difficult to analyze. However, due to Hudson’s prototype theory which asserts that it is the groundwork for Fishman’s speech domain concept, the evaluation and investigation of language preservation and modification becomes is being facilitated.Chapter Four, â€Å"Speech as Social Interaction,† is difficult to analyze the ideas presented. Topics under the subject lack thorough discussion on the recent studies on speech acts, speech events and dialogue analysis.I was attra cted oh how the author could encourage the accuracy of his work by using some statistical methods such as sampling, structured interview and by using variables. Researches conducted by the author add to the reliability of the authors ideas. The concept about sampling is not discussed thoroughly in the book even it does not appear. However, sampling can be implicitly understood in the book. Chapter 5, a quantitative study of speech, where discusses selection of â€Å"different types of housing and a range of social status†¦.† (Hudson, 2007, p.60) can be used to implicitly understand sampling, a selection process of different units from a population, called the sample, to make an inference from the whole population. In other words, it is a process of determining characteristics or parameters of the whole population by selecting a suitable representative part of it (Mugo, 2004).In addition, I found interested on how the author used structured interview for he could make con clusions from a certain research. From the book, I know that this kind of interview, where an evaluator asks same questions to every interviewee offering them the identical responses, is very efficient in data gathering (ERIC/AE Staff, 2007). He emphasizes that structured interview â€Å"have used fewer than a hundred speakers and increasing the number of speakers tends to be counterproductive the analytical (Hudson, 2007, p. 160).The use of the quantitative variable by the author helps to capture the thought about quantitative difference. Linguistic variable refers to â€Å"a set of related dialect forms all of which mean the same thing and which correlate with some social grouping in the speech community† (Britain, 2005).Although the book is used a course text, it must have suggested reading, projects or suggestions for additional information for readers to know. Also, the bibliography and index is poor in construction.The book, first, is a very good example resource for people who want to have background about sociolinguistics, the language with a society and the society with a language. However, I would like to stress some main points. Since the focus of the is mainly on theoretical aspects, it is not best recommended for those who want to take practical research. This could be a great resource about sociolinguistics if it will provide readers the clear and thorough understanding about the subject matter. Another, I like on how the author organized his ideas by making conclusions after a certain topic. The conclusion allows me to check the accuracy of his idea. Also, it gave me the importance of each topic discussed.

Vietnam and Iraq Wars Essay Example | Topics and Well Written Essays - 1000 words

Vietnam and Iraq Wars - Essay Example The invasion of Iraq was started in an attempt to stop the rise of international terrorism, which started after the attacks of September eleventh, in the year 2001. The invasion was started on the grounds of allegations that there was cooperation and coordination between Saddam Hussein and Al Qaeda. This paper seeks to analyze the two invasions, which were carried out by the American forces in the lights of broad and diverse academic resources. Furthermore, this paper will seek to compare and contrast between the things, which the American soldiers carried with them in Vietnam to the things, which they carried in Iraq. The US was embroiled in the Vietnam conflict during the 1960s and 1970s. Vietnam had been partitioned into North and South after the French withdrawal. North Vietnam had begun to sponsor a communist insurgency in the South (Barbier, 34). This was considered to be a threat to US interests which feared a domino affect that would result in communist revolutions in neighboring countries. The United States deployed its military forces in Vietnam. It used classical counter insurgency tactics like sweep and search operations, resettlement of hostile villages, torture of suspected insurgents, air strikes against North Vietnamese forces, and assassination campaigns against communist collaborators. However the North Vietnamese continued to fight back by creating a large pain threshold. They were able to absorb heavy casualties and sustain a war of attrition against the United States. By 1973, the US had retreated from Vietnam by signing a negotiated settlement with North Vietnam. The United S tates retreat from Vietnam was considered to be a major military setback. It would spawn decades of reluctance inside the US to commit ground troops into any major conflict. Iraq War The Iraq War was launched in the year 2003 with the specific purpose of overthrowing the regime of Saddam Hussein. US forces quickly overthrew the regime within twenty one days but were embroiled in a guerilla conflict with local insurgents. The US has deployed massive numbers of troops in order to achieve its military objectives. It has formed collaborative relationships with local Iraqi forces in order to tame the insurgency. US forces in the year 2007 launched a massive troop surge which was an attempt to pacify the county. The key strategy was to conduct a section by section sweep of suspected insurgent areas. US forces would ensure a permanent presence by establishing checkpoints and outposts. The surge has relatively pacified Iraq with a number of insurgent groups joining the US led allied government (Barbier, 45). Standard Issue Weapons and Equipment US forces in Vietnam were not adequately trained to handle guerilla warfare. The US military doctrine considered guerillas as mere nuisances during conflict zones. The average US soldier was a draftee who had been pushed into the Vietnamese jungle for a couple of months. However the Kenney Administration deployed Special Forces in order to fight the guerilla threat. US Special Forces were involved in pacification campaigns that involved searching and destroying guerilla positions. The UH-1 (Huey) helicopter was extensively applied for such missions (Barbier, 32). US troops in Vietnam carried M-16 rifles which enabled rapid fire against concentrated

Advantages and Disadvantages to Kraft Foods Case Study

Advantages and Disadvantages to Kraft Foods - Case Study Example Therefore, if Kraft Foods starts producing healthier products, it will establish positive relationships with different stakeholders. The move will also depict that the company is committed to corporate social responsibility (Lussier 2008, p. 223). On the other hand, the company is likely to lose some of its customers because the new versions of chocolate will have a different taste. Notably, the esteemed customers of the company have been consuming its products because of their unique taste. However, lowering the calorific value of the chocolate versions will alter the product taste. Many customers may not like the new taste. The company will also incur new costs in production. Worth noting is the fact that the company will need to source ingredients that will be used in the production of lower-calorie chocolates. In addition, the company will need to spend on advertising and promotion strategies in order to introduce the new versions into the market. In my opinion, the UK government is likely to introduce legislation that will require taxation of high-fat food products like chocolate. Since the government has experienced the financial burden resulting from medical costs associated with the high morbidity cases resulting from obesity, it is likely to take new measures. The government is also concerned about the health of children and adolescents who are more affected by high-fat food products such as chocolate bars. Therefore, there are higher chances that the government will intervene (Lussier 2008, p. 223). Denmark repealed its fat-tax law after the realization that it contributed to increased consumer prices for the high-fat products. The tax did not motivate companies to produce healthier products. On the contrary, the tax law increased consumer prices, and the consumers had to bear the financial burden.

The impacts of Social Media on UK Consumers Brand Perceptions and Essay

The impacts of Social Media on UK Consumers Brand Perceptions and Purchase Decisions - Essay Example This research will begin with the statement that organizations are facing the intense challenge in the globalized era regarding profitability, sustainability and growth. Customers buying behaviors will get the effect of the product features, marketing policies and medium of a market. In the current study, an in-depth analysis of impacts of social media among the UK consumers regarding brand perceptions and purchase decisions is recorded. Contemporary marketing strategies are converting their domain towards the online atmosphere. An online perspective of marketing has increased potential reach of the customers with advertising messages. Organisations are able to explore the market in a more commercial manner. Online medium of advertising evolved development of the communication strategies. In developed countries like the UK and USA people are increasing use of social networks for making social connections. Social media is developing the communication aspects of the UK based consumers and firms. In the current study, a retail industry of the UK is used to contrast the impacts of social media on retail customer’s brand perceptions and purchase decisions. British people are having various retail firm options like â€Å"Big Four† firms like Tesco, ASDA, Sainsbury, and Morrison, apart from those retailers like LIDL, ALDI, and Walmart. This research will be aimed to investigate the potential effects of social media marketing strategies on consumer behavior. Retail market of the UK is facing an intense challenge of the competition from different organizations. In the retail market, Mainly, these small-sized firms are limiting the scope of the profitability and growth of other firms. Increased competition in the market is seeking for well-established strategies for growth and sustainability. The current study will create a link among the different type of the social media advertising strategies to create brand awareness and favorable buying decision making from the retail customers. Social media is increasing popularity among the different ages and demographical areas. Social media is one of the majorly used advertising and promotion medium for the organizations.

change management: Resistance

change management: Resistance Chapter 2 A Review of the Literature 2.1. Introduction This part will focus on how to overcome resistance to change. We will discuss theories on resistance to change and any other theory related to change management. The notion of change is something that we are facing everyday in our life; it is therefore the only constant. Change process can take gradual, rapid or radical form. Society is made up of human beings as well as inanimate organisms are subject to change over time. Environment is the only factor that is subject to and the only thing that does not change is the change itself. Change always affects employees in the organisation, therefore it is important to manage it successfully in order to avoid a failure of change or resistance to change. The change concept was studied by Authors like: Lewin, Trist, Hardy, Nieto and more. Nieto (2006) highlighted that a good definition of change is where the refreezing stage of Lewins model is no longer an option because nowadays change is faster in the twenty first century, there is no need to refreeze or you will be left behind by the competition. 2.2. A Review of the Literature If we conduct a survey we will find out that many employees have a negative attitude, behaviour and perceptions towards change. Employees feel more insecure about their jobs, status and also the fear of doing more work. Very often, the impacts of change on employees in the organisation are negative. There are fears, stress, frustration and resistance of change. Therefore most employees tend to resist to the change and change is always first resisted than accepted or seeing as an opportunity for improvement. Change, as death and taxes cannot be avoid, is it necessary bad? Even though uncomfortable and embarrassing, change can also be positive. The marriage, the birth of a child and a promotion are examples of change, very often we are happy and therefore it can be easily accepted rather than the negatives one like the divorce and the death. Good or bad, any change that happens whether to a person or inside an organisation requires adaptation and management. Nothing is unchangeable, even organizations are required to change. It is important to know understand why people resist change, to support those who cannot cope with change by motivating and coaching them and also handling the problems that change brings. Organisations are dynamic entities. They are changing all the time as they develop their operations and outputs in the pursuit of efficiency and effectiveness. The management of change is concerned with how change is effected in organizations and the principles and processes are essentially the same whether applied to the resign of the working practices of one section or the re-specification of the whole organisation and management structure According to Balogun et al (1999) change management is fast becoming one of the most talked about topics in management circles. Discussions about organizational change often focus on how important it is for organizations or individual managers to possess a capacity in this area. Likewise, business school courses on strategic change stress that change competence is fast becoming a key promotion differentiator within a managers toolbox. 2.3. Change management According to Ventris (2004), change management is all about inspirational leadership, detailed planning and rigorous, comprehensive implementation. A successful change management programme can be helpful to establish a continuous change in the organisation. But the most important thing is to make people realizing the value of change. Once people and have good experience about change management, and recognize the need for almost continuous change. As William Shakespeare said Things must change or cease. This sentence illustrates what has been said before about the Constance of change. Organisational change is a modification to employee attitudes, expectations, and skills (Robertson, Roberts, and Porras, 1993), it can also be a deliberate introduction of new ways of thinking, acting and operating ( Shalk, Campbell and Freese, 1998). The general aim of organizational change is an adaptation to the environment ( Barr, Stimpert and Huff, 1992; Leava and Barry, 2000) or an improvement in performance (Boeker, 1997; Keck and Tushman, 1993) This definition shows the importance of culture on change management, for the management to be able to implement these changes successfully, they will require changing the organizational culture which is not something easy to accomplish. Therefore by change employees attitudes, expectation and kills as suggested by many authors it will be necessary to make sure they adapt to the new environment and improve their performance which will also improve the organisational performance. Organisational change involves moving from the known to the unknown. Because the future is not certain and may affect employees performance, worth, and coping abilities, people inside the organisation do not want change unless they are forced to do so. It will be therefore important to create readiness for change. Implementing change in an organisation involves moving from the existing organisation state to the desired future state. (Cummings and Worley 2005) Change is omnipresent in society, and can occur in many forms. It is not a new phenomenon. Many Authors have developed a model of change process as it was argued by Moorhead and Griffin (2004) cited by McKenna (2006), that an alternative model of lewins process model will be the continuous change process model, which incorporates facets of the Lewin model. It is considered more realistic because it studies the change in an organisation from the top and recognizes that change is continuous. It is not good enough for an organisation to change; it must try to anticipate it as well by being proactive. This would require the planning of organisational change as part of the organisational strategy. According to McLagan ( 2003), managing changes as they emerge is not enough nowadays. As the number and complexity of changes increasing, it is time to plan and rethink about the structure of the organisation. It is time to accept the change in our life and move along with it, avoid doing business as usual or staying in the status quo. It is time to look at how the organisation is running its daily activities so that it is not a case of constantly trying to override the usual organisational processes. Such approach requires a structural and mental regesign of the organisation. The author emphasizes that change should not be managed during a period of crises or when strategies shift. It is a continuous challenge and condition in organisational life. A successful change management depends on how ready is the organisation to change its culture that is the attitude and the behaviour of members of the organisation. It is pointless to have only a part the employees who agree to the proposed changes. The aim of the executives is to ensure that all employees in the organisation are accepting the desired changes. The biggest motivator is to see other people embrace change management and witness the successful implementation of the companys vision. 2.3.1 The importance of change Change will always be there and will not disappear. Technology, civilizations and creative thought will keep their ever- accelerating drive onwards. It could be argued that change has almost become a continuous routine. (Luecke, 2003) Change management plays a significant role in any organisation since the task of handling change is not an easy one. Managing change in this case, mean making change in a planned way. Changes involve more challenge and life without challenge can become boring, therefore it is important to notice any small change because it will create an impact inside the organisation. The speed of change has increased significantly. Managers and the organisations they work for will be judged by their ability to manage change successfully. Unfortunately, for the managers of the early twenty-first century their ability to cope with complex change situations will be judged over ever decreasing time scales. Change is important because it enables to business managers to be more effective as a leader and sponsor of change. Knowing the importance of change will also enable you to prevent and manage resistance to change, decrease the cost, avoid unnecessary turnover and increase the probability that your business changes produce the desired results.( Hiatt, J and Creasey, 2003) As change is essential in an organisation, it is crucial to continue to improve and sustaining the change. The results about the organisational leaderships ability to continue and sustain performance improvement will be observed after a long period of time. Schein (2004 and Kotler (1995, 1996) have suggested that change is only Sustainable, when the organisational culture will match the new ways of thinking. These new ways of thinking must reflect the new behaviors and approaches that Become institutionalized. Change is important in any organisation and it contributes to its success, but the people perceive it in a different way, some employees might resist the change in a passive way or in the opposite way. 2.4. Types of change Change is inevitable in an organisation. Different types of change require different strategy strategies to implement the change successfully. According to Dessler(2004) there are four types of change which are: strategic change, technological change, structural change and people/Behavioural/Cultural change. Strategic change could be one option. For example, a company can face declining profits and decide to adopt this kind of change. This type of changes are usually triggered outside the company. External threats or challenges, such as deregulation, intensified global competition, and dramatic technological innovation like the internet generally make organisation to embark on companywide, strategic change. Strategic changes are often required for survival. For example researchers discovered that implementing strategic change did not necessary lead to success, but companies which did not change failed to survive. Another types of strategic changes will the one implemented during a crisis period, these types of change are highly risky. Technological change is the second basic approach of Desslers type of change. It means bringing change in the way the company is creating and marketing its products or services. Here, for example, the owner of a small farm might want to improve the productivity by buying new machines, training employees to use the new machines and also modifying the relationship between employees and their physical environment. Structural change is all about modifying the organisational structure or it is about how to reorganize. Structural change means changing one or several aspects of the companys organisation structures.( Here, for example, GEs new CEO, Jeffrey Immelt, recently reorganized his firms huge GE Capital division. He broke it into four divisions, with their four managers reporting directly to him rather than to the former GE Capital head) Structural change can also be applied by downsizing, recruiting or replacing. Or managers can change the firms infrastructure by changing its policies, procedures, and rules. People/Behavioural/Cultural change This is the last approach; strategic, technical and structural changes invariably trigger various changes in the behavioural side of the firm, including the employees attitudes, values, and skills to the job. This type of change is very difficult to manage because it is related to people and people always resist change, culture is hard to change. Some Authors have also discussed about other types of change. According to the punctuated equilibrium paradigm, incremental change is associated with those periods when the industry is in equilibrium, and the focus is doing things better through a process of continuous tinkering, adaptation and modification. Nadler and Tushman (1995) argue that incremental changes are not always about small changes. They can be large in terms of both the resources needed and the impact on people. A key point of this type of change is that is builds on what has already been accomplished and focuses on the continuous improvement. According to the gradualist paradigm incremental change can be cumulative and, over time, can lead to an organisation transforming its deep structures and reinventing itself. Transformational change is another type of change and it occurs during periods of instability. This kind of change can be referred to be revolutionary, but most writers- for example Tichy and Devenna (1986), Kotter (1999) and Burke and Litwin (1992) use the term transformational change. It involves a break with the past, a step function change rather than an extrapolation of past patterns of change and development. It is applied on new relationships and dynamics within the industry that may undermine core competencies, and try to know the very purpose of the organisation. This king of change involves doing things in a different way or doing different things. Transformational change is change which cannot be handled within the existing paradigm and the organisational routines; it entails a change in the taken-for-granted assumptions and the way of doing things around here. Nadler and Tushman have summarized the work of Tushman and colleagues, and the studies suggest that continuous incremental and discontinuous transformational change are faced by most companies but that: ââ€" ª This pattern of change keep on coming with some degree of regularity ââ€" ª Patterns change across sectors (e.g. periods of discontinuity may follow a thirty-year cycle in mini computers) ââ€" ª in almost all industries the rate of change is increasing and the time between periods of discontinuity is decreasing. The Authors also suggest that this holds true whether the focus is episodic or continuous change, and they propose that the ideal company in both cases would look like the successful self-organising firms that have been studied by Brown and Eisenhardt in the computer industry. There are three main categories of organisations that may not experience periods of discontinuous change; the self-organising and continuous changing learning organisation, companies that operate in the niche markets and last organisations that are able to continue functioning without transformating themselves. Weick and Quinn (1999) and Gersick (1991) Combining the incremental change and the transformational change which have been discussed so far- the extent to which change involves incremental adjustment or transformational change- provides a useful typology of organisational change (see Figure xxx). Nadler et al. (1995) also identify four types of change: Tuning is a type of change that occurs when there is no rush to change. It involves looking for better alternatives of achieving and defending the strategic vision. Here, for example, improving policies, methods, procedures; introducing new technologies; redesigning processes cost or developing people with required competencies. Adaptation is an incremental and adaptive response to a pressing external demand for change. It might involve responding to a successful new marketing strategy adopted by a competitor or to a change depending on the availability of the resource. Re-orientation involves a re-definition of the enterprise. It is introduced in anticipation of future opportunities or issues. The aim is to ensure that the firm will be aligned and successful in the future. Re-creation is a reactive change that leads to the transformation of the organisation or the restructuring through the fast and simultaneous change of all its basic elements. The Authors state that it inevitably involves a break down and destruction of some elements of the system. 2.5. Change process theory This theory as formulated by Lewin (1948) called force field analysis states that change can be divided into three stages namely; unfreezing phase when people realize that the old ways of doing things is no longer an option due to crisis, threats or opportunities; changing phase when people look for new way of doing things and select a promising approach; refreezing phase when people implement new approach as it becomes established. The problem for many organisations is not that they need to change, but that they do not see the need for change. This is especially true for organisations which have been successful in the past and cannot see why they should change what they see as a winning formula that everyone has become safe and comfortable with. By looking at the position of leadership towards change, the theorist states that leader can achieve change by either of the following two actions: to approach it by increasing the driving forces towards change through increase in incentives, use of position power to force change or to approach a change by reducing the restraining forces that create resistance to change, e.g. reducing fear of failure or economic loss, co-opt or remove opponents. Or using dual approach, which is a combination of the two approaches. Considerable research in the process of change management has been conducted in the work of Lewin, his model focused on changing the behaviour of groups, involves actions beginning in phases over time. The unfreezing stage according to Schein (2004) is about improving motivation and getting ready for the change, the changing stage is when the change is implemented, and the refreezing stage involves reinforcing and integrating the change. One of a popular model in the business literature about the change process has been developed by Kotters (1995, 1996) into an eight-step process for leading change management: (1) the first step is about establishing a sense of urgency, (2) forming a guiding coalition, (3) creating a vision, (4) communicating that vision, (5) empowering individuals to act and removing obstacles, (6) creating short-term wins, (7) consolidating improvements and creating more change, and lastly (8) institutionalizing new approaches. 2.6. The impact of change on organisational members The theory of reaction to change process describes how people in organisations react to an imposed change, is founded upon the typical sequence of peoples reaction to sudden traumatic events like death of loved ones, marriage collapse or natural disaster. The four stages of reaction pattern, which also happen during organisational change are: denial- deny the change is necessary; anger- get angry and look for someone to blame; mourning- stop denying that change is inevitable, acknowledge the loss and mourn it; adaptation- accept the need to change and go on with ones life. There is a related opinion regarding the effect of experiencing a repeated traumatic change has on different people. One effect of such repeated change is to leave people less resilient and more vulnerable to adverse effect from subsequent change. Another effect of repeated traumatic event can inoculate and leave them better prepared to change again without such an intense or prolonged period or adjustment. Repeated change can make some people more resilient and others less resilient. It is over thirty-five years since Toffer has published his book on Future Shock in which he discussed three aspects of change and assumed about the impact it will have on people. Toffer (1970) suggests that future shock is similar to culture shock, but with a crucial difference- there is no going back. If people find it hard to adapt to a new culture there is often an alternative to go back to the old culture, however this option is not possible with future shock. For example, if emigrants fail to settle in a new country it may be possible for them to return home. The management of change poses many challenges for managers. Burnes (2005) observes that: Managing and changing organisations appears to be getting more rather less difficult, and more rather than less important. Given the quickly changing environment in which firms operate, there is a small doubt that the capacity to manage change successfully needs to be a core competence for organisations. 2.7. The benefits for change According to Bradley (2006), changes must be well designed and managed in order to generate benefits which the author refers to benefits not generated, but removed from budgets. One realization can be made by a team effort; achieving benefits and agreed targets needs team effort. The author defines benefit as something that can be related to a cost reduction or increase revenue. A better definition of a benefit is an outcome of change which is perceived as positive by stakeholder. Changes consume resources, cost money, and need managing. Benefits are the outcomes, which cannot be directly made to happen and have no direct cost. The benefits of change can be also well explained by elaborating the following characteristics of an effective change management team which has been developed by Kotter(1996) as follows: The team member must share a keen sense of discomfort with the inertia They should be in substantial agreement on a vision for the future The team should include people who represent diverse points of view They must have a good reputation in the firm They must be willing to demonstrate public support for the change The team must commit to being involved for the long-haul Enough of the key players in the organisation must actively support the change to legitimize the process 2.8. Theories of change 2.8.1 Lewins three step model of change Lewin ( has worked on assessing the extent to which organisational change might be resisted by members of the organisation as we saw earlier when considering force field analysis in the change process. In addition, his work on group dynamics has resulted in what is known as Lewins three step model, which is usually used in change programmes. Introducing a programme of change into an organisation tends to arouse expectations in those involved; thus a subsequent failure to come up with the goods can lead to a state worse than it was before the innovation, because of these hopes and expectations not being realized. Thus Lewin considered that attention should not simply be made on the change itself, but should address what happens both before and after. The process of change should be implemented into three steps according to Lewin (1951) which are: Unfreezinf, changing and refreezing. The first step is unfreezing, where the motivation for change in the workforce is created. It is important to move the organisation away from its current position. This step is often not taking into consideration and is related with dividing old patterns of behaviour. People must be given reasons about the change and a good communication should be created before the implementation of change. To unfreeze the resistance to change, managers must increase the tension and dissatisfaction with the present, and improve the desirability and feasibility of the alternative. This stage takes more time because people have to change attitudes and behaviour. People do not like change because they are comfortable with old habits and it is important to consult them, let them know adopt the project as their own. To avoid resistance to change, we must encourage the staff, discuss and explain them the reasons for change. Once employees are aware, and have accepted the need for change, we can now move to the second stage. Changing is the second step where we have to identify the new behaviour, process or procedure and also encouraging individuals to adopt the new behaviour. It involves the development of new responses by the personel, based on the new information being made available to them and moving towards the new culture as necessary to fit strategic requirements of the organisation. At this stage it is important to make sure that there is a successful implementation of change, we also monitor the change and find out how people are feeling about their team. Refreezing is the final stage and we need to reinforce the changes made and stabilize the new culture in order to avoid people to go back to their old habits. At this stage, motivating employees by incentives will occur in the form of praise or reward for adapting to the new culture. The process as a whole is achieved through leadership, communication, education and training. In the twenty-first century it will be difficult to implement the refreezing stage, the term refreezing need a critical evaluation. The slush model was introduced by Nieto (2006), where he stated that changes in technology, employees, tasks and structure are more frequent. Organisations should have a flexible structure as having employee who is always been learning. The motivation of employees by using incentives will be a good idea. Refreezing is no longer an option because in this century, the change is moving faster than before, there is no need to refreeze otherwise you will be left behind by your competitors. Lewins model has been developed by edgar Schein through the integration of the latters perception of the response to change involving seven stages. This is known as the three conditions change model. See figurexxxx!!!!!!!! 2.8.2 Interrelationship of change The interrelationship of change or Trist model was developed by Trist (1981), this model helps to understand the interconnection of activities that influence change in organisations. It is important for the HR to understand because the model can be applies to our attention on the influence that changes in a firms activities can have on employees. For example a change of technology would lead to training people, changing task and the structure of the organisation, all elements are interconnected that means one element affects the others. Reid and Barrington (2000), argues the sociotechnical model suggests that management should learn how to understand and cope to changing relationships between people, tasks, technology and structure. It is therefore helpful to review the kinds of internal changes which have occurred in the organisation and to what extent to appropriate HR initiatives have been put in place to prepare employees to cope with the new technology but neglected to invest sufficiently in staff training, it is likely to be as effective as planned. Deciding what to change is very important for the organisation, it means any change should be planned effectively. The managers change programme can aim to alter one of the four basic things: the firms strategy, technology, structure and people/behaviour/culture. For example an organisation can change its strategy when the profit is declining. Technological change is a second basic approach and it means changing the way the firm innovates and markets its products or services. Structural change means changing one or more aspects of the companys organisation structure. Reorganizing is a familiar organisational change technique in todays fast-changing times. Dessler (2004) 2.9. Resistance to change Change can create uncertainty and therefore lead to personal insecurity. Therefore, we are not surprised to notice resistance to change within organisations. An organizational change, such as being promoted, is mostly accepted, simply because it is perceived to have obvious advantages. But not all changes fit into this category. Where changes create confusion and uncertainty, then resistance is likely to take place; the resistance is not to change as such- rather it is to the personal loss (or possibility of personal loss) that people believe will accompany the change (Burke, 1982). 2.9.1 Reasons for resistance (1) Perceived negative outcomes Employees are resisting to the change most of time because they perceive it as a negative outcome. According to Manfred (1995) change is creating a multitude of fears, of the unknown, of loss of freedom, of loss of status or position, of loss of authority and responsibility, and loss of good working conditions and money. This can be summarised as being in the comfort zone. People do not like change; they like staying in the same position and keep on doing the same old things. Once any change is introduced it will automatically create a resistance because it does not allow them to be in a comfort zone. Before undertaking any change management exercise, managers must identify where the changes will occur in the organisation and also anticipate how the change will affect employees in their job. After an economic assessment of the proposed change, managers will highlight the nature of the changes that need to be made for the benefits to be realized. (Berry 2002) (2) Fear of more work By introducing new changes it creates the fear of more work and less performance by employees, there is fear that additional work will be required at the same level of compensation. Change mostly involves additional work, change of culture and responsibility. We can also face some changes on the working hours, possible relocation, working condition, technology and more. As people fear of additional work, we will notice that people always resist change; Strebel (1996) argues that resistance to change is based on the disturbance of an employers implied pact with the company. This pack is formed of cultural values, job description and social dimensions. (3) Misunderstanding and lack of trust This is a situation when the people affected do not understand the real reasons and benefits of the change and mistrust the management who are introducing the change. They often do not believe what the management says and believe that they have secret ulterior motives. This may be because the management can access too many information than the people affected. This situation is commun in any organisation which have been organised traditionally on antagonistic industrial relations lines and have developed an us and them culture. Nowadays, most organisations try to engender a harmonious spirit which sees everyone as having a common interest, but for organisations which have a long history of conflict this is not something which is easily changed. The lack of trust is due to imaginary hidden implications; we can also list other elements that caused the resistance of change like: belief that change is not necessary or feasible, economic threat, relative high cost, fear of personal failure, loss of status and power and lastly threat to values and ideals. Kotter and Schlesinger (1979) (4) Lack of communication Communication is the exchange of information in an organisation. For organisations to work effectively, it is vital that information be communicated to those who need

Oedipus is Deserving of his Suffering :: essays research papers

Question: Sir John Sheppard comments that Oedipus behaves normally, commits an error in ignorance and brings suffering upon himself. He declares that "Oedipus suffers not because of his guilt, but in spite of his goodness.† What is your opinion of this comment? I disagree with this statement. To a certain extend, I think Oedipus’s suffer is what he deserved. No one can be held fully responsible for actions committed under some kind of external constraint, and for the case of Oedipus, such constraint might be exerted by god. But it does not mean that Oedipus suffers not because of his guilt, but of his goodness, because Oedipus is responsible for those actions which are not performed under constraint. Oedipus has choices, but every time he chooses the wrong one even he knew that the one he chose will turn out to be bad. He still chooses this road to certain extend, is because of his arrogant pride. I think the events of the play are Oedipus fault. Oedipus makes important mistakes or errors in judgment that lead to this ending. His pride, blindness, and foolishness all play a part in the tragedy that befalls him. Oedipus's pride leads to the story's tragic ending. He is too proud to consider the words of the prophet Teiresias, choosing, instead to rely on his own investing powers. Teiresias warns him not to pry into these matters, but pride in his intelligence leads Oedipus to continue his search. Oedipus thinks he can change fate. He just tries to ignore it, because he counts on his own ability to root out the truth. Oedipus is a clever man, but he is blind to the truth and refuses to believe Teiresias's warnings. He suffers because of his hamartia. I t is this excessive pride fuels his own destruction. I would just say Oedipus is a tragic hero. Foolishly he leaves his home in Corinth without further investigating the oracle's words. à ¼ The vanity of Oedipus is latent when he travels, against warnings, to the oracle of Delphi. His inflated notions of his stature as ruler directly question the authority of the gods. He goes to the oracle then leaves without an answer. Finding out his true father is important because he has just been told he will kill his father. Oedipus is not intelligent about the way he conducts himself.

Analysis of Wallace Stevens’ “On Modern Poetry” Essay

There is something to be said for a man who can look deeply into his profession and define exactly what is that he does. The deaths of many men have passed without a definition of their lives, or a true understanding of what they do. In his poem â€Å"On Modern Poetry,† Wallace Stevens attempts to define his life’s work and his passion. To a poet â€Å"On Modern Poetry† serves as both a guidebook and a wonderful example of what makes poetics an amazing art. Stevens uses his talent to explain his talent, taking the reader on a wonderful journey through the process of poem creation, and through the human mind. The aforementioned guidelines that Wallace details in â€Å"On Modern Poetry† are dead on and may have shaped the way that poems are created to this day. He captured the true essence of poetics while allowing the reader to continue doing their job, using their mind and their imagination. Stevens weaves a visual path through the job description of a poe m and leaves the reader wondering what is said, and how to take it. Read more: Good country people shmoop  essay The journey of poem writing is a perplexing one, especially in the area of method. When Wallace Stevens opens â€Å"On Modern Poetry† with the line: â€Å"The poem of the mind in the act of finding/What will suffice† (ll. 1-2). He is detailing the struggle to find the right word, the right scheme, or the right time for change. He then follows with: â€Å"It has not always had/To find: the scene was set; it repeated what/Was in the script† (ll. 2-4). This is in reference to change and the modernist/imagist view of poetry in the past. This could be taken as a derogatory comment to the simplicity and complacency of past poetry. Regardless, I tend to take it as a comment on the overall state of poetry, a look at the past, but a welcoming of the state of current poetry. The first stanza of the poem simply details the struggles of a changing genre, and uses descriptive diction to do that. One great thing about a poem is that it leaves room for thought, for personal development, and for individual interpretation. Not only does â€Å"On Modern Poetry† do those things, but it also tells the reader to do them. â€Å"A metaphysician in the dark, twanging/An instrument, twanging a wiry string that gives/Sounds passing through a sudden rightnesses, wholly/Containing the mind†¦Ã¢â‚¬  (ll. 20-23). The lines in themselves are perplexing and leave plenty of room for interpretation. But what a reader comes to conclude is  that Stevens is suggesting that a poem buries itself within the human mind and plants a seed. The poem acts as a seed to thought, and it exercises the mind on a regular basis. A good poem is one that makes the reader think, and not just about the words, but about themselves and about their mind. The idea of a poem as a performer, be it an actor in a play, or a musician playing an instrument, or a metaphysician playing an instrument is one of particular interest. Stevens uses the metaphor throughout the poem and does so quite well. The duality of the performer as the poet allows for a wide range of comparison and gives way to a multitude of metaphors. In the following lines Stevens uses the idea of a actor on stage to present the depth of a poems words: â€Å"†¦speak words that in the ear, In the delicatest ear of the mind, repeat, Exactly, that which it wants to hear, at the sound Of which, and invisible audience listens, Not to the play, but to itself, expressed In an emotion as of two people, as of two Emotions becoming one†¦Ã¢â‚¬  (ll. 13-19). The lines represent the idea that a poem must cross over from reality to a level that talks to the reader and allows them to listen to their thoughts and not just the poem. The poem becomes simply a vehicle for the human mind; it opens doors and allows the reader to read about themselves. When Stevens enters the second stanza he begins to give his guidelines for modern poetry: â€Å"It has to be living, to learn the speech of the place. It has to face the men of the time and to meet The women of the time. It has to think about war And it has to find what will suffice† (ll. 7-10). The lines in themselves are quite simple, in their original form. They provide simple rules, but rules that were fairly modern during this time. The idea of including the meeting of women provides a fairly modern concept in concern to women’s rights and public recognition. Poems have always been concerned with war, or with human suffering, but the modern idea of thinking of war provides an example of being both positive and tragic. The past hundred years had been fairly rose-colored, but beginning in the 1930’s America took a turn for the worse and thus provided a reason to consider human tragedy. For a poem to be living and to learn the speech of the place simply means it must me modern, or current. The final four lines are more intriguing and seem more complex than all of the previous lines. They seem to be putting into action the ideas of the poem so far. He gives examples of what things would work as â€Å"modern poetry†. Modern poetry must find satisfaction, and some ways in which that may be achieved is through the discussion of a man skating or of a woman dancing or combing her hair. These things must exercise the mind though. Modern poems cannot simply describe the action, but must look beyond the action, from the subject, to the writer, to the reader. While I cannot claim to fully understand Stevens’ view of modern poetry, I feel that through his poem I can form some conclusions about his beliefs. Wallace Stevens was not a highly renowned scholar, but he did have an understanding of what he was writing. He could describe his work, and he could put it on paper for others to see. As a student now finally gaining a respect for poetry it is nice to see what a poem writer thinks about his job. It is amazing to see that a poem can be made of any topic, and maybe  that provides another point in the description of poetry. In a 28-line poem Wallace succeeds in providing a guidebook in the writing of good poetry, and gives the reader a lot to think about. But, as Wallace says himself, â€Å"The poem of the act of the mind† (l. 28).

Alex Alampi Jr. essays

Alex Alampi Jr. essays Alex Alampi Jr., a watercolor artist from Gloucester County, New Jersey, features the people of the Mid-Atlantic region. "Working Portraits," as he refers to them, are images reminiscent of a simpler time. Although Alex enjoys painting a wide variety of subjects from the Delaware Bay region and the pastoral countryside where he grew up, his inspiration comes from the people; those individuals who still make a living from the land and waterways in the traditional method of their forefathers. Preserving this timeless way of life is the essence of his art. A professional artist since 1993, Alex has received many awards for his realistic, transparent watercolors. The past two years he exhibited in the Tidewater Gallery of Easton, Maryland for the Annual Waterfowl Festival. He is an artist member of the American Society of Marine Artists and a member of the Rittenhouse Square Fine Arts Association in Philadelphia, PA. His artwork is in private and corporate collections throughout the United States, Canada and abroad. Being from New England, Ive always been a fan of lighthouses, because theyre all over the coasts of the region. But when I think of lighthouses, I dont normally think of the New Jersey bays and coastline. However, after seeing some of Alampis work, I feel as though I have already been there and seen them. He captures the shape and environment of the lighthouse and its surrounding so well, it is as though Im looking out a window rather then at a watercolor painting. ...

Negative Structures in English

Negative Structures in English There are a number of negatives structures in English ranging from basic negative sentences to the more complicated neither ... nor and not ... either. Learn the most common negative structures by following the rules below. Negative Verb Conjugation The most common negative structure in English is the conjugation of the verb in the negative. Verbs can be used in the negative by placing not directly after the auxiliary verb in each conjugation. The combination of the auxiliary verb not is often contracted in English. For example: do not dont, will not wont, has not hasnt, etc. S auxiliary verb not main verb objects She wont come to the party tomorrow.Tom hasnt finished the report.We arent studying Russian this semester. Negative Imperative The imperative form is used to instruct / command others. Use do not plus the verb for all comparative forms. No subject is required for the use of the imperative form. Do not verb objects Do not begin without me.Dont waste any time.Do not touch the glass. Never Never is used to express the idea that something is never done. Note that never is used with positive form of the verb but results in a negative meaning. Its also important to remember that the present simple and past simple do not take an auxiliary verb in the positive form. In other words, use the auxiliary verb for the present perfect, future, etc., but not with the present or past simple. S (auxiliary verb) never verb objects She never takes time off work.Mary has never returned my calls.Peter never walked to school when he was young. Double Negatives in English Double negatives - the use of two no words such as not and nowhere in one sentence - are incorrect in English. When modifying something use either a no word, or any as explained in the following sections. He doesnt like anything. OR He likes nothing.Angela hasnt visited anyone this month. OR Angela has visited no one this month.She isnt going to travel anywhere. OR Shes going to travel nowhere. Use of Any Any and words such as anyone, anybody, anything, etc. are used in negative sentences and questions. S auxiliary verb not main verb any objects He doesnt have any time.Mary isnt going to eat any dinner.Peter hasnt done anything for the past three days. No Words There are a number of no words such as nowhere, nothing, no one, which can be used in place of any words. Note the difference in structure between the two. Any words take the negative verb structure, no words take positive structures. S (auxiliary verb) main verb no word objects I have nothing to say.No more / not ...  any moreThe boys invited no one to their party.Timothy has gone nowhere this summer. Negative Any OR No Word The following sections refer to specific similar structures using either the negative verb form with any or a no word. In each of these cases examples are given for both forms. The forms used have been explained above. I have no more time today. OR I dont have any more time today.She has thought of no more ideas. OR She hasnt thought of any more ideas. Nobody / not ... anybody Note: This has the same meaning as no one / not ... anyone. Susan saw nobody at work today. OR Susan didnt see anyone at work today.Tom bought nobody a present. OR Tom didnt buy anyone a present. No one / not ... anyone Note: This has the same meaning as no body / not ... anybody. Im meeting no one today. OR Im not meeting anyone today.Alice has bought no one presents yet. OR Alice hasnt bought anyone presents yet. Nothing / not ... anything Ive eaten nothing all day. OR I havent eaten anything all done.Doug talks about nothing with his friends. OR Doug doesnt talk about anything with his friends. Nowhere / not ... anywhere Shelly has gone nowhere this year. OR Shelly hasnt gone anywhere this year.Alex has travelled nowhere outside of the USA. OR Alex hasnt travelled anywhere outside of the USA. Neither ... Nor Use the phrase neither ... nor when expressing two negatives together. Note that the verb is inverted after the use of nor. I have neither the time nor have I had the desire to do my work.She has neither the time nor the money to help her friends.Alex has neither the means nor does he have the ability to find a new job.

Post-editing and Translation Management Essay Example | Topics and Well Written Essays - 500 words

Post-editing and Translation Management - Essay Example Current TM software enables profession or domain-based customization, which limits the scope of substitutions, allowed and, therefore, improves output, especially where formulaic or formal language is required. As such, it would be expected that TM in cases involving legal and official documents can produce more palatable output as compared to less standardized text and conversations. Output quality in TM can also be enhanced through human intervention, such as the unambiguous identification of words that can be considered proper names in the text, which enables more accurate translation (Somers, 2013). The TM process can be described in terms of decoding the source text’s meaning, as well as re-encoding in the target language supported by a complex cognitive operation. Post-editing refers to the process through which machine-generated translations are improved with little manual intervention or labor, and is closely linked to the concept of pre-editing. During translation of the text, it is possible to achieve best results through source text pre-editing, such as through controlled language principles, after which the machine output is post-edited (Somers, 2013). Post-editing is quite different from editing that refers to the improvement of text generated by humans, also known in translation as revision. Text that has been post-edited could be revised afterward in order to ensure that language choice are of the best quality. Post-editing generally involves correction of output from translation, specifically to ensure that the output is of high quality. The degree or extent of post-editing may differ, which is dictated by the translation management criteria, and may either be full post-editing or light post-editing. Light post-editing involves minim al human intervention and is mainly meant to ensure that the output is readable, in which case the post-editor expects that the client only needs the text for inbound reasons (Somers, 2013). Full post-editing, on the other hand, seeks to make a text more stylistically appropriate by achieving improved quality of text for outbound and inbound purposes.

First Exam Essay Example | Topics and Well Written Essays - 500 words

First Exam - Essay Example Usage of alcohol on private property is also somewhat legalized by some States but presence of a guardian or adult member is essential. Medical intentions, educational intentions or religious intentions also allow alcohol consumption to some extent by some States. However, all these allowances are not legal in all States but a few States only (Illinois Liquor Control Act of 1934 As Amended Through Public Act 89-0376). As per American Law, non-resident defendant could be brought to the court of law only when service of process was ensured within the territorial jurisdiction of state. Jurisdiction for an out-of-state defendant considered as extra territorial jurisdiction. A state can exercise its jurisdiction within its area of operations (Long-Arm Statute - Further Readings 2011). â€Å"Any person under the age of 21 years who presents or offers to any licensee, his or her agent or employee, any written evidence of age and identity that is false, fraudulent, or not actually his or her own for the purpose of ordering, purchasing, attempting to purchase or otherwise procuring or attempting to procure, the serving of any alcoholic beverage, who falsely states in writing that he or she is at least 21 years of age when receiving alcoholic liquor from a representative, agent, or employee of an express company, common carrier, or contract carrier, or who has in his or her possession any false or fraudulent written evidence of age and identity, is guilty of a Class A misdemeanor wherein sentence of imprisonment for the guilty person varies from state to state and the persons sentence shall include, but shall not be limited to the following: If any guardian or parent of a minor allows his premises or residential area to an invitee of ward or child and in case the invitee is less than 21 years, this is categorized as breach of law and is totally illegal. Under the mentioned scenario, Mr. Adamson cannot initiate legal action against Makers