Free Essays on History Of Walt Disney

The History of Walt Disney1901-1966 The Beginning Years†¦. Legal Name was Walt Elias Disney. Born on December 5,1901 in Chicago, Illinois Parents name: Elias Disney and Flora Call Disney. The fourth child of five born in family. Moved to Marceline, Missouri when Walt was six years old. Walt’s Adolescent Years†¦ In 1910 family moved to Kansas City where Walt enrolled in art classes. In 1917, family moved back to Chicago where Walt joined Red Cross Unit for nine months as a ambulance driver in France at the end of World War I. In 1919 joined the staff of the Kansas City Film Advertising. The Animation Begins†¦ Walt and Ubbe Iwerks, a colleague formed their own company called Laugh-O-Gram Films. In 1923, Walt Disney moved to California and began Walt Disney Production with his brother Roy and colleague Ubbe Iwerks. In 1927 Walt produced â€Å"SteamBoat Willie†. First cartoon to use synchronized sound. In 1928 Walt created â€Å"Mickey Mouse† by using his own voice. The Animation Continues†¦ The first film series called â€Å"Silly Symphonies† was introduced in 1929 and used in color in 1932. In the 1930’s â€Å"Three Little Pigs† and â€Å"The Tortoise and the Hare† were made and won Walt Academy Awards. Also, in the 1930’s the creation of Donald Duck, Pluto, Minnie Mouse, and Goofy brought Walt fame and success. Some of Walt’s Creative Film Successes Snow White and Seven Dwarfs(1937) Pinocchio and Fantasia (1940) Dumbo (1941) Bambi (1942) Song of the South (1946) Treasure Island (1950) Alice in Wonderland (1951) Peter Pan (1953) 20,000 Leagues Under the Sea (1954) Mary Poppins (1964) The Jungle Book (1967) Walt Disney won a record 32 Academy Awards for his technical innovations ideas in film. He also pioneered the production of feature films for television. Some of the films appeared on his weekly series, â€Å"The Mickey Mouse Club† from 1955- 1959 and on â€Å"Walt Disney’s Wonderful W... Free Essays on History Of Walt Disney Free Essays on History Of Walt Disney The History of Walt Disney1901-1966 The Beginning Years†¦. Legal Name was Walt Elias Disney. Born on December 5,1901 in Chicago, Illinois Parents name: Elias Disney and Flora Call Disney. The fourth child of five born in family. Moved to Marceline, Missouri when Walt was six years old. Walt’s Adolescent Years†¦ In 1910 family moved to Kansas City where Walt enrolled in art classes. In 1917, family moved back to Chicago where Walt joined Red Cross Unit for nine months as a ambulance driver in France at the end of World War I. In 1919 joined the staff of the Kansas City Film Advertising. The Animation Begins†¦ Walt and Ubbe Iwerks, a colleague formed their own company called Laugh-O-Gram Films. In 1923, Walt Disney moved to California and began Walt Disney Production with his brother Roy and colleague Ubbe Iwerks. In 1927 Walt produced â€Å"SteamBoat Willie†. First cartoon to use synchronized sound. In 1928 Walt created â€Å"Mickey Mouse† by using his own voice. The Animation Continues†¦ The first film series called â€Å"Silly Symphonies† was introduced in 1929 and used in color in 1932. In the 1930’s â€Å"Three Little Pigs† and â€Å"The Tortoise and the Hare† were made and won Walt Academy Awards. Also, in the 1930’s the creation of Donald Duck, Pluto, Minnie Mouse, and Goofy brought Walt fame and success. Some of Walt’s Creative Film Successes Snow White and Seven Dwarfs(1937) Pinocchio and Fantasia (1940) Dumbo (1941) Bambi (1942) Song of the South (1946) Treasure Island (1950) Alice in Wonderland (1951) Peter Pan (1953) 20,000 Leagues Under the Sea (1954) Mary Poppins (1964) The Jungle Book (1967) Walt Disney won a record 32 Academy Awards for his technical innovations ideas in film. He also pioneered the production of feature films for television. Some of the films appeared on his weekly series, â€Å"The Mickey Mouse Club† from 1955- 1959 and on â€Å"Walt Disney’s Wonderful W...

What Does the End of Summer Mean to You

What Does the End of Summer Mean to You I’m taking a non-traditional approach to my blog this week because I’m feeling reflective.   Tomorrow I head out of town for a final vacation on the East Coast (New Hampshire).   I’m going to Dance New England’s summer dance camp, a place I have spent from four to eleven days every year (except one) for the past twelve years. It has become automatic for me that the end of summer means I’m heading to dance camp.   In fact, I almost didn’t go to camp this year because I had so much work to do, engagements on my calendar, etc.   But this ritual of camp is so ingrained that a week ago I cancelled all my appointments and bought a plane ticket.   The end of summer just isn’t the same without dance camp. The end of summer also means fall colors coming, and crispness in the air.   Apples flooding the farmers market where berries used to be.   Thoughts of snow shovels encroaching. Most important, however (yes even more important than dance camp), the end of summer means admissions season is approaching, and life is about to get even busier for The Essay Expert.   For the past nine months I have been a resume writer and business owner, as well as a career advisor at the University of Wisconsin Law School.   In a few short weeks, â€Å"College Admissions Essay Advisor† will move to the top of the list along with â€Å"Law School Admissions Consultant† for Kaplan. I look forward to this upcoming time of year.   College and law school applicants all have unique stories to tell, and I love learning and exploring them.   I love working with students, helping them gain insights into their lives that they might not have had otherwise.   I love watching people’s stories reveal themselves onto the page in a way that captures the interest of admissions officers because no one else could have told those stories in that particular way. And of course I love helping clients get into the colleges and law schools of their choice. I associate apples and fall crispness, even Thanksgiving, with the process of shepherding students into their next phase of life.   It’s a rewarding venture and the results will flower with the spring.   In the meantime, I’m heading to dance camp.   I’ll have more bloggery for you when I get back. I’m curious†¦Ã‚   what does the approach of the end of summer mean to you?   Are you a job seeker getting ready to buckle down in your search?   Are you the parent of a high school senior getting ready to increase your encouragement for your child to write an essay draft?   Are you a teacher writing letters of recommendation?   Please share in the comments below. Save Category:College AdmissionsBy Brenda BernsteinAugust 18, 2010 8 Comments Ellen Ingraham says: August 20, 2010 at 7:32 am My summers as an adult are so different than when I was a child. Every summer until I was twelve was spent at my grandmothers house down the Jersey shore. Days were filled with the beach, tennis and swim teams. The same kids came every year, and so did their parents and in most cases, their grandparents. No contest, it is my best childhood memory. Now I prepare for my son to start high school, my daughter to start her sophomore year at college. We spenta day at the Jersey shore this week, and I amazed the teenagers how this 53 year old could body surf! The water was cold and rough with huge waves I felt like a kid again. I look forward to growing my business this year, making new friends online, and enjoying the beautiful area that we live in. The Delaware river reaplces the Atlantic Ocean as the close-by water source. Although I kow my chidlren will have thier own memories about summer here, I do wish I could give them what I had. Not only the beach, but the community of multigenerational families; growing up knowing my friends Moms, and their Grandmas. Have fun at dance camp! Ellen Log in to Reply Diane Kern says: August 24, 2010 at 1:16 pm Dance Camp-that is a worthy ritual. I love the fall,but Im not ready for it yet. A Wisconsin native and recent transplant from Maine to Washington, fall is October,pumpkin festivals, and leaf peeping. A very short fall posting from me. https://wp.me/pohHp-b4 Log in to Reply Chris Paulsen says: August 24, 2010 at 1:18 pm This fall brings the senior year for our youngest son. The older siblings are already off to college. Weve been transitioning to parenting adults for several years now. Just one year left. Log in to Reply Jessica Oman says: August 30, 2010 at 3:27 pm For me, the end of the summer always brings excitement. Ive worked in post-secondary education for many years and I always enjoy the buzz of students returning to school, cracking open new textbooks, meeting new instructors. While many people associate the Spring with new beginnings, for me that fresh start has always come in September. I always look forward to this time of year to new projects, new connections, and new clients! Log in to Reply Rosanne Dingli says: September 6, 2010 at 9:16 am I live in Australia, so we are the other way around. Our Winter has just ended, and Spring is in the air. We did not get quite enough rain this winter, and the garden needs it, so heres hoping we get a wet Spring. All you guys in the US enjoy your Fall. Rosanne Dingli author of puzzle thrillers https://rosannedingli.blogspot.com Log in to Reply Mari-Lyn says: September 14, 2010 at 2:15 pm The end of summer ended with a 5,000 mile road trip of which, I really enjoyed..it felt like I had a summer.. I always like going to summer camp as a kid,,I always had fun it wish there was a summer camp for adults so we can re-live our childhood or do it again. Mair-Lyn Log in to Reply Teresa says: April 5, 2012 at 1:56 am Nice to hear that someone has a good attitude about summers end. Fall truly is glorious. Thanks for the lovely post! Log in to Reply Scott says: January 15, 2014 at 10:30 am The end of summer really can happen at anytime, its the end of those warm feelings of excitement. It can be meeting someone that takes your breath away, a life adventure that has new experiences and joy like your havent imagined with other people or the smallest things of taking someone to the airport very early when you have trouble getting up in the morning. This time is about how life is dying on the vine, where your dreams pass by, coldness is in the air and closeness escapes you. Profound sadness that time has passed you by. Your expressions go back into a shell for protection, they may come out again, but not in the same way. The warmth that was there is gone. Log in to Reply

Haute Couture Essay Example | Topics and Well Written Essays - 500 words

Haute Couture - Essay Example The late 1970’s were a time where interest in science fiction and the future was a common theme at the social level, with movies being launched such as Star Wars. The 1979 design illustrated the social demand for future lifestyle and innovation in fashion as well as showing the female clothing buyer as an important and respected part of international business. These suits were not created with explosive colours or other eye-catching patterns from previous years, rather the 1979 collection allowed simple, yet future-looking fabrics blend into design innovation in a way that was meaningful for mass market buyers and the female businessperson. A recent 2009 collection from Pierre Cardin reverts back to some of these design principles, using simple black and white and geometric patterns to create a stunning collection for women. The Appendix section shows an outfit which consists of dizzying explosions of black designwork throughout the collection which spirals like a liquid maze across the clothing. Key areas of sensuality on the female, including the hips and shoulders, are emphasised with sudden angular folds in the fabric which flair the outfit in key body locations. There are some significant differences to these different collections spanning 20 years, including the length of the hemline. In the 1970s, it was more acceptable to have longer skirts for business and even casual wear at a time where culture was emerging from more reserved moral and lifestyle values. This social aspect of lifestyle was added to the 1979 businesswoman collection and the outfit’s length was generally always below the knee. This fit within acceptable dress norms for the woman in business at the time. Today, however, Cardin has become more risquà © when redeveloping older styles for the new luxury consumer and has shortened the length of various dresses and suits to appeal to the more

Fetal Heart Abnormalities Research Paper Example | Topics and Well Written Essays - 1000 words

Fetal Heart Abnormalities - Research Paper Example Genetic predisposition is considered to be a key factor while maternal issues such as infection, diabetes, lupus and drugs trigger the onset. Ventricular and atrial septal defects and tetralogy of Fallot are the most common forms of congenital heart defect. Incidents of truncus arteriosus and transposition  are rare. Anatomy and the heart function Our heart has four chambers; two ventricles and two atriums and has two atrioventricular valves (mitral and tricuspid) to regulate the blood flow between ventricle and atrium. Right atrium and ventricle are filled with deoxygenated blood while left atrium and ventricle are filled with oxygenated blood received from the lungs. Deoxygenated blood collected by the main veins fills in to the right atrium and then to the right ventricle. Right ventricle pump blood to the lungs via pulmonary artery and oxygenated blood comes from the lungs through pulmonary vein fills in to the left atrium. Then it move down to the left ventricle. The ventricul ar wall contracts to increase the pressure enough to distribute blood throughout the body via aorta (Kumar, 2007). Septal heart defect –hole in the heart The mid heart wall, septum separates the left and right sides of the heart. Congenital septal heart defect is identified when unclosed gaps exist in the septum at birth. Any opening of the septum may cause mixing of oxygenated blood with deoxygenated blood resulting an oxygen deprivation to the body tissues. Atrial septal defect During the normal heart developement Interatrial Septum  which separates the left and right atriums is open throughout the fetal stage to avoid the lungs that are not functioning. The placenta supplies the oxygenated blood. But it supposed to be closed after birth when the pulmonary circulatory pressure is reduced. Some literature reported the prevalence of open atrial septum upto to 25%. However the symptoms are absent or not significant for most of the affected individuals and some will never be diagnosed. Place and the size of the opening determine the severity of the symptoms (Kumar, 2007). Common symptoms are blue color of the extremities or cyanosis, breathing difficulties, murmur or additional sound of the heart, growth retardation and difficulty of feeding. This can be diagnosed during fetal development by ultrasound scan. Echocardiography, auscultation and Electrocardiogram or ECG can be used to identify the defect after the birth. The defect can be corrected surgically and the decision of the surgical correction depends on the severity of the symptoms and size. Currently two correction methods are been practiced. The catheter correction is the less invasive method. During the catheter correction a small catheter is inserted in to a vein in the upper thigh under the anesthesia or sedation. The catheter carries a septal  occluder device which can be placed at the septal opening. Once the occluder device is positioned correctly the catheter is removed. The heart tiss ues start to grow around and on the device. This procedure is being practiced from early 90s and known to have less complications and minimum surgical mortality. However all the septal defects cannot be treated by catheter procedure and require a surgery (Squatting, 2002). Open heart surgery This is the most common corrective procedure practiced to correct Septal defect. None like catheter procedure

From Production Line to Segmentation of Production Essay Example for Free

From Production Line to Segmentation of Production Essay 1. Introduction Competition has changed: Technical Innovations, globalisation of markets, cultural shifts within societies and new and efficient competitors put strain on the organisation of production within a firm. Many markets display a state of saturation that leads to a change in growth: Not quantitative growth is what firms are aiming at, but qualitative growth (Wildemann 1998:1). The improvement of the production is one way to establish qualitative growth its means are twofold (at least): First, it is possible to change the production in order to produce a better output with less cost. Second, it is possible to synchronise production and market as to enable the production to react quickly to changes in the market, i.e. the consumer behaviour. One way to reach both aims is to reorganise the production, i.e. to segment the production: With the establishment of product oriented production units a cheaper production is possible (Maier 1993: 25). Economics owe the focus on the segmentation of production with all its advantages to Wickham Skinner (1969, 1974 and 1986). With his book The Focused Factory he provided the ground for what is nowadays discussed under the headline: segmentation of production. Skinner did not develop a new insight in efficient ways to produce; he transferred to the American and European auditorium what has been practiced in Japan since the beginning of Industrialisation. This paper deals with change; with the change in the way cars are manufactured. A car manufacturers production unit until now divided into different production lines has to be transformed into segmented production. This is a big change; a change, which has to be dealt with in other words, it, is a case for change management. The scope of this paper is therefore not limited to displaying the advantages of a segmented production (which nevertheless will be done in chapter 2), but extends further to the management of the respective change. Chapter 4 is devoted to the change management: How should the new organisation of production be implemented? What problems may occur? What solutions to the problems can be provided? These and more questions will be put and answered in chapter 4. In chapter 3 a brief overview of change management within the (alleged) broader framework of project management will be given. Chapter 5 sums the results obtained in the previous chapters and evaluates the va lue of change management. 2. Efficient production with segmented production units Segmentation of production is according to Wildemann a holistic approach, aiming at a better market- and product orientation of the firm (Wildemann 1998: 31). Therefore, it is necessary to link production units to a specific product. By that, the relation to Skinner is establish, who discovered the focussed factory for the Western Economies: a companys competitive strategy at a given time places particular demands on its manufacturing function, and, conversely () the companys manufacturing posture and operations should be specifically designed to fulfil the task demanded by strategic plans (Skinner 1969: 138-139). A focussed factory means accordingly flexible reactions to market changes and the cost efficient realisation of strategic plans, e.g. the development and introduction of new products. The focused factory is not a big factory. It is rather a small one where the different production units are linked to a specific segment of the market a specific product: A factory that focuses on a narrow product mix for a particular market niche will outperform the conventional plant, which attempts a broader mission (). Its [the factorys with the narrow product mix] equipment, supporting systems, and procedures can concentrate on a limited task for one set of customers. () Such a plant can become a competitive weapon because its entire apparatus is focused to accomplish the particular manufacturing task demanded by the companys overall strategy and marketing objective (Skinner 1974: 114). Given the fact (provided it is a fact) that smaller firms or factories are compared to bigger firms or factories and with respect to costs and production better off, it is not surprising that there is a considerable trend to segmenting the production. Furthermore, transaction costs within a small or segmented firm are smaller compared to the bigger ones. A transaction is the delivery of a property or good via an interface that can be technically divided. One activity ends another starts (Williamson 1990:1). While crossing the interface a sample of costs is produced costs that can be at least in parts avoided: The aim of a segmentation of production is to disentangle production units and capacity. Large units should be divided in small units. Teamwork should be establish small teams giving the individual employee more responsibility. This should result in more autonomy of the individual employee, and boost his or her motivation, thereby increasing the quality of the work done by the employees. In Germany, it was Dietmar Tress who conceptualised for the first time smaller units as an organisational structure. Smaller Units, so his thesis, reduce the time that is needed to produce a product. The lesser time it takes to produce a good or a product, the better the competitiveness of a firm, the better its ability to deliver goods and the smaller the amount of capital needed to produce the respective good or product. While evolving his thesis Tress realised the reasons that stood against an effective production. The reasons mentioned by Tress are: division of labour, old patterns of reasoning and bureaucracy (Feser 1999: 19). Having carved out the problems, Tress submit his solution: He proposes that all necessary functions (for the production) and the aimed link between product and demand should be concentrated in a single hand and that the production flow should be kept within reasonable limits (Tress 1986: 184). According to Tress it is decisive that the production flow is c lear, understandable, and transparent. A single employee should be able to single out his or her contribution to the product (Tress 1986: 185). Segmenting the production further provides capacity utilisation and to reach that goal teamwork is needed: Small groups of employees should work in a self-responsible way within decentralized teams. Furthermore, those teams should take over different tasks. At this point the interrelation between the discussion on segmenting production and the discussion on human resource management becomes obvious. According to Baron and Kreps (1999: 3) Human Resources are the key to organizational success or failure. Human resource management including the concepts of intrinsic and extrinsic motivation may be seen as the countermovement to the alienation of the worker form the product of his work, as observed by Karl Marx in the 19th Century: Workers who contribute more broadly to a final product () are more apt to identify with a product and to reflect pride in its quality (Baron Kreps 1999: 317). Identification with a product raises the working morale, which means that the work satisfaction goes up. Worker or employees, who are content or satisfied with their work, work better. The determinants enabling this comfort are established by segmenting the production. And that is, where the problem starts: How can a segmented production be implemented? How can a factory divided in production lines become a focused factory divided in small working units or teams? The question at hand is a question of change management or project management. In the next part, the project of change will be unfolded. 3. Projects for managing change Change is something that happens all the time and everywhere. But change within a firm or to put it more scientifically change within economics appears to be a frightening prospect. Change cannot be left to itself; it has to be planned, controlled and coordinated. Problems, rising in the pursuit of change, have to be predicted, dangers for the project have to be identified and eliminated. All this is done by change management or within the (alleged) broader scope of project management. To put it differently, change management is the trial to direct change into the right channels. Project management is the trial to direct everything new within a firm into the right channels. It appears that there is not much difference between project and change management, one can almost say, they are different words meaning the same. A project is considered to be something unique, something that will not be repeated (Schelle 1999: 11). Project management means the totality of executive functions, the techniques, and means necessary to carry out a project. Replacing project by change, change management can be addressed as the totality of executive functions, techniques, and means that are necessary to alter something old into something new. At first it is according to most authors of the utmost importance for a change or project management to establish a structure plan, in which the implementation of whatever should be changed, is scheduled according to a time table connected with goals that have to be reached at a certain point in time. The structure plan is according to Schelle (1999: 93) a simple and useful tool. The structure plan is the meta plan. Apart from the structure plan there is the running order listing sub goals and so on. Once a project is initiated the control of the project is of crucial importance. A constant control is necessary to identify deviations from the plan or goal as soon as possible and to steer against unwanted consequences (Nà ¯Ã‚ ¿Ã‚ ½chter 2003: 377). Project control in this sense means to identify problems, to solve the problems, to recalibrate the project after some deviations from the plan occurred and to rescue the goal in spite of serious problems. Problems may emerge from different sources: Externalities may cause problems: Green activists may occupy the land that is designated to host the new factory, due to a seldom species of warbler. The construction of the new building itself may cause problems: A building contractor may file for bankruptcy. A delay in constructing the new factory may lead to an explosion of the costs and so on. Apart form those externalities there are sources that nurture problems within the firm: Employees may fear for privileges, for their job or for loosing power. Resistance to the change may arise from different sources all linked to the fact, that men is unwilling to change what seems to be good and worked well until now. And to convince employees of the benefits that come along with the new way of producing one thing is needed: change management. 4. From production lines to segmented production: An example Company R wants to segment its production. Being a car manufacturer organized in different product lines the company wants to become a focussed factory by establishing two production units each producing a specific type of cars. While segment A is chosen to produce the mini from start to end, segment B should produce the sport car. At the start of the change, company R is organised as follows in part 1 of the company the car body is being build, in part 2 the car body is being varnished and in part 3 the different parts of the car are being assembled. In the future company R shall be structured as follows: in line A the car body of the mini is being build, varnished and furthermore, the mini is being assembled; in line B the car body of the sport car is being build, varnished and assembled; At the moment three interfaces exist within company R: Between the car body builder, the varnish, and the assembler. Between these three parts of the company a steady flow of material has to be ensured. Furthermore, all three parts of the company depend on different suppliers. In the past a bottleneck between car body builder and the varnish has become a rule resulting in a temporarily standstill. So the new structure of the firm should guarantee a full capacity utilisation, by reducing the logistic efforts necessary to provide each of the three parts of the company with its amount of supply to avoid a standstill of machines and employees. Moreover, the link between company R and its markets should become closer. At the moment the company produces a monthly number of cars irrespective of the demand. If the demand goes up, the employees have to work overtime to satisfy the demand. If the demand goes down, the employees do their daily stint and the cars that cannot be sold were stored causing storing-costs. And this is where the project change comes into being. 4.1. Planning the change There are a lot of variables that administer a certain influence on the project deciding whether it is going to be a success or a failure. According to Eckrich (2003) two of those variables can be dubbed as structural and cultural conditions imposed by the environment within the firm or company. Structural conditions relate to the hierarchy within the company, while cultural conditions describe the way the employees within a company treat each other. Eckrich distinguishes cultural conditions into behaviour, attitudes and values, a distinction that reminds at concepts indigenous to social psychology. While social psychologists quarrel with each other on the relation between attitudes and behaviour (some of them even asking if there is any relation between both, cf. Six 1975, Bierhoff 1993: 280-288), Eckrich holds the opinion, that the behaviour of people is influenced if not determined by their attitudes, and by knowing the attitudes one can deduce the behaviour. Consequently, he recommends a questionnaire at the beginning of the change management project to discover the attitudes of the employees concerning the change of their working environment. Company R is a rather small company, employing 803 employees. It is best described as a company with flat hierarchies, stratified in management, departmental managers and masters. While the aim of this paper is to show the problems associated with the project change (or at least those that may be associated with the project change), I assume that the employees of company R take a critical stance to the change of the production, some of them even form a sort of resistance. Especially among the masters resistance is widespread. They fear they might loose responsibilities and some of them think they might even loose their job. The core of this paper is therefore concerned with what is called by Uebel and Helmke (2003: 415) escalations caused by individuals (personenbedingte Eskalationen). Escalations caused by individuals have to be distinguished from quantitative escalations and from qualitative escalations at least according to Uebel and Helmke (2003: 416). Of particular interest for this paper are escalations caused by individuals. (One might wonder if there are escalations which can be though of as being not caused by humans.) 4.2. Controlling the change Control is a matter of plan. To evaluate the progress of the project, the project manager has to look at the structure plan. He has to compare whether what has been reached is identical with what should have been reached. According to Nà ¯Ã‚ ¿Ã‚ ½chter (2003: 395) this is crucial, since it is the only possibility to identify deviation from the plan. To serve the purpose of early warning system the structure plan must be enriched with data, with the amount of time worked on a particular (interim) goal of the plan, with the state of the art and so forth. With respect to company R these rather general advices come to life: Important for the success of the segmentation in the company is an additional qualification of the employees. Furthermore, their work after the segmentation will be varied, i.e. they will have more different tasks to fulfil. This is in accordance with the results of the human resource management saying that employees that are not tied up in their daily routines, but kept busy with a bunch of different tasks show a higher degree of motivation and in the end do a better job than employees tied up in their daily routine. Independently from the results of the human resource management the change in company R is more than some can bear. For some employees the additional qualifications they are expected to achieve are a heavy burden and for the masters it becomes clear that the new structure of the company can only be reached by taking away the responsibilities from the masters. And in the end, Angst (fear) arises, and An gst (fear) is the widespread cause for resistance. 4.3. The problems of change Angst (fear) has been identified as the main reason of those showing resistance to the project of change. Following Uebel and Helmke (2003: 424), Angst (fear) can be subdivided into fear for power and fear for subject. While those with fear for power oppose the project due to their expectation that they will loose power, which means in the first place influence within the company, those with fear for subject oppose the project due to their expectation that they will loose responsibilities. The distinction is not a sharp, but rather arbitrary one. It is not obvious that the loss of responsibilities is not accompanied by a loss of power. However, those with fear for subject are anxious that they might loose reputation, end up with a smaller budget and so on. It has to be mentioned that Angst is a rather peculiar word for what is meant by Uebel and Helmke. They describe the common place that change has its pros and its cons. While change brings some advantages, some advantages of the old times will be lost. In other words, change may become a trade-off or worse, change might mean redundancy. Therefore, it is obvious from the very beginning that change management has to deal with problems. Problems are not something that arises as a matter of bad circumstances. Problems are the natural companion of change. In company R there are problems. The change of the production modus has been scheduled for spring and that was a mistake. In spring the demand for sport cars is high and a high demand and a different work environment is too much. The employees faced with frequent delays and the necessity to work overtime is dissatisfied. Resistance rises to protest. It starts with unofficial meetings held be employees and ends up in strike. The production stands still and so does the project. Change, it seems, has stopped. Uebel and Helmke write a lot about Angst (fear) and the different shapes it may use, and the risks Angst holds for the success of the project. But, as is the fact in company R, what can one do, if the problems are that massive that the project can be doomed to failure? Uebel and Helmke provide no answer. Instead they pronounce the value of plans for the crisis. One has to formulate worst-case scenarios within those plans (Uebel Helmke 2003: 428). Worst-case scenarios may be back or forward oriented. Backward orientation means that the problems can be solved and the goal of the project can be reached. Forward orientation means the contrary. The project is a failure and the plan has to include the plan X the withdrawal with as less causalities as possible. This provides no solution for company R. Is the change from line production to segmented production a failure? Is there a possibility to carry on? Hansel and Lomnitz (2003: 131-134) mention that there are no possibilities to reduce resistance with respect to specific goals of projects: An employee who will lose his job will not act in favour of the proposed change. To expect that, is out-of-touch. Furthermore, there are employees for whom it is dubious whether they will win or loose in the course of the project. So: resistance is natural and the only way to deal with resistance is communication and information. Transparency is the golden rule. The employees should know what change would bring, why change is necessary (Hansel Lomnitz 2003: 134-135). Maybe information can lead to a good end for company R. Rumours are the cause for concern in company R. Rumours about the real aim of the project being a job killer. Other rumours concern plans to reduce salary suspecting the hidden intention behind the plan to segment production is to cut down salaries. Those rumours may be dealt with in an agency theoretical framework: The relationship of agency is one of the oldest and commonest codified modes of social interaction. We will say that an agency relationship has arisen between two (or more) parties when one, designated as the agent, acts for the other, designated the principal, in a particular domain of decision problems (Ross 1973: 134). Starting from here it has to be considered that both sides face some information shortcuts, with the employees having no distinct knowledge of the goals pursuit by the management and the management having no accurate assessment of the behaviour of the employees during the course of the project and thereafter: In the course of the action some problems may arise due to the fact that information is not fully spread. The problems are labelled within the Agency theory as averse selection, meaning that one cannot be sure, if what the principal or the agent claims to provide is in fact what he can provide, moral hazard, which means that an agent or an principal can defect after the contract is established and hidden intention, speaking for itself (Krapp 2000). This excursion trip into the fields of agency theory results in the knowledge that Hansel and Lomnitz are right: The solutions to the problems the agency theory analysis is usually a form of information included in a contract. (Leaving the monitoring of the agent by the principal and the bonding of both to given promises aside.) So information, i.e. the spread of information may be a possible escape from the deadlock for the project change of company R. First, as a signal of confidence the project manager has been dismissed. He has proven to be unable to manage conflict. Under his rule rumour mill flourished and the actual state of the (project) art is much behind the expected state. The new project managers first act was to hold a meeting with all employees and to tell every single employee what he has to expect. In the end he succeeds in cranking the project. 4.4. The change or the end of the project In the course of the project experiences and knowledge should be collected for further or future change management, so as to learn from the errors made. The end of the project is marked by stocktaking. What has been reached is confronted with what should have been reached. Company R is nowadays a car manufacturer with a segmented production and therefore able to adapt its production in short time to the demand of the market. The segmented production started some weeks later than it has been scheduled, which is owed to the problems reported above. But the policy adapted by the new project manager has proven to function. He has succeeded in creating a common spirit and calming down the moods. The fact that work will be much more varied after the change has increased the motivation of most employees, the success of the project has become the intrinsic motivation for those employees: According to this survey, a large percentage of employees seem motivated at work by something other than the compensation received. () 72% responded that theyd continue to work even if they were already financially comfortable for the rest of their lives. Half the survey respondents agreed with an item stating that what I do at work is more important to me than the money I earn' (Baron Kreps 1999: 101). There is a specific quality inherent to work, a quality that is different from the motive to make a living. Intrinsic motivation stands for the fact that some or many or most of the workers want to do a work that is interesting, sophisticated, and provides a certain amount of reputation. Some of the employees of company R realised that a segmented production goes along with new job opportunities, with more responsibilities, with a flexible work scheme and so forth. Those employees made the change to their own project, a project they wanted to support and did support. 5. About change and its management The aim of this paper is twofold: on the one hand the subject is change management. But change management is a general concept, which one can describe in general terms as did Uebel and Helmke (2003). The problem is, that general terms despite sounding good have nothing to say about the management of change. Therefore, an example have been chosen to elucidate what change management really is. Change of a car manufacturers production from production lines to a segmented production, has been chosen as an example. The segmentation of the production is expected to be a project of change management that can often be found in reality. This is due to the advantages a segmented production provides its users with: a more flexible reaction to the demands of the market and a less costly production. Having established the example used to exemplify the change management it was necessary to describe what is known as project management. Thereby, it could be shown that the topics of project management and change management are not different as they both deal with new things that should replace old things. So it has been decided to treat them as equal. Then company R has been introduced. Company R is a medium sized company with flat hierarchies and massive problems occurring during the course of the change from production line to segmented production. The problems or escalations as some dub them are related to individuals, individuals or employees who resist for different reasons the proposed change. To deal with resistance and to provide the ground for the new organisation of the production is the task of change management. And, it appeared, that the best way to manage change is by adapting an open communication policy. This is what Hansel and Lomnitz propose and what has been derived from a brief look at the agency theory: Both sides trying to establish a deal have an information deficit on their side. Both do not know, if their counterpart is opportunistic in the sense of Williamson (1990), i.e., that he is trying to cheat. This is what the rumour mills in company R produced: the segmented production is a fake used by the management to cut down salaries, sack employees and rationalize the company. In the end, the project manager had been sacked and the segmented production had been established. The key to the solution was information and intrinsic motivation. Information had been provided by the new project manager, telling the employees that no one will be sacked and that salaries go if anywhere than up. Furthermore, the hint that a new organisation of the production provides new opportunities for qualification and new responsibilities raised the intrinsic motivation of many employees. They made the change to their project and supported it. And at the end of the paper a rule for change management can be derived: For a successful management of change it is necessary to involve the employees and to improve intrinsic motivation. 6. Literature Baron, James N. Kreps, David M., 1999: Strategic Human Resources. Frameworks for General Managers. New York a.o.: John Wiley. Beer, M., Eisenstat, R.A. and Spector, B., 1990: The Critical Path to Corporate Renewal. Boston, Massachusetts: Harvard Business School Press Bierhoff, Hans-Werner, 1993: Sozialpsychologie ein Lehrbuch. Stuttgart: Kohlhammer. Burghardt, Manfred, 2002: Projektmanagement. Leitfaden fà ¯Ã‚ ¿Ã‚ ½r die Planung und Steuerung von Entwicklungsprojekten. Erlangen: Publicis Corporate Publishing. Feser, Bjà ¯Ã‚ ¿Ã‚ ½rn, 1999: Fertigungssegmentierung. Strategiekonforme Organisationsgestaltung in Produktion und Logistik. Wiesbaden: Deutscher Università ¯Ã‚ ¿Ã‚ ½ts-Verlag. Hansel, Jà ¯Ã‚ ¿Ã‚ ½rgen Lomnitz, Gero, 2003: Projektleiter-Praxis. Optimale Kommunikation und Kooperation in der Projektarbeit. Heidelberg, Berlin, New York: Springer. Krapp, Michael, 2000: Kooperation und Konkurrenz in Prinzipal-Agent-Beziehungen. Wiesbaden: Deutscher Università ¯Ã‚ ¿Ã‚ ½ts-Verlag. Lewin, K., 1947: Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change. Human Realtions, 1 (1); 5-41 Maier, Denis, 1993: Einfà ¯Ã‚ ¿Ã‚ ½hrungsstrategien fà ¯Ã‚ ¿Ã‚ ½r Fertigungssegmentierung. Eine empirische Untersuchung. Università ¯Ã‚ ¿Ã‚ ½t Mà ¯Ã‚ ¿Ã‚ ½nchen: Dissertation. Marshak, R.J., 1993. Lewin Meets Confucius: A Re-View of the OD Model of Change. Journal of Applied Behavioral Science, 29 (4): 393-415 Mintzberg, H., 1978: Patterns in Strategy Formation. Management Science, 24 (9): 934-948 Nà ¯Ã‚ ¿Ã‚ ½chter, Norbert P., 2003: Projektkontrolle. S. 375-392 in: Bernecker, Michael Eckrich, Klaus (Hrsg.): Handbuch Projektmanagement. Mà ¯Ã‚ ¿Ã‚ ½nchen, Wien: R. Oldenbourg. Nà ¯Ã‚ ¿Ã‚ ½chter, Norbert P., 2003: Projektsteuerung. S. 393-411 in: Bernecker, Michael Eckrich, Klaus (Hrsg.): Handbuch Projektmanagement. Mà ¯Ã‚ ¿Ã‚ ½nchen, Wien: R. Oldenbourg. Rinza, Peter, 1998: Projektmanagement. Planung, à ¯Ã‚ ¿Ã‚ ½berwachung und Steuerung von technischen und nichttechnischen Vorhaben. Heidelberg, Berlin, New York: Springer. Ross, Stephen A., 1973: The Economic Theory of Agency: The Principals Problem. American Economic Review 63 (2): 134-139. Schelle, Heinz, 1999: Projekte zum Erfolg fà ¯Ã‚ ¿Ã‚ ½hren. Projektmanagement systematisch und kompakt. Mà ¯Ã‚ ¿Ã‚ ½nchen: dtv. Skinner, Wickham, 1986: The Productivity Paradox. Harvard Business Review 64, 55-59. Skinner, Wickham, 1974: The Focused Factory. Harvard Business Review 52, 113-121. Skinner, Wickham, 1969: Manufacturing Missing Link in Corporate Strategy. Harvard Business Review 47, 136-145. Six, Bernhard, 1975: Die Relation von Einstellung und Verhalten. Zeitschrift fà ¯Ã‚ ¿Ã‚ ½r Sozialpsychologie 6, 270-296. Tress, Dietmar W., 1986: Kleine Einheiten in der Produktion: Wer wachsen will, muss kleiner werden. Fà ¯Ã‚ ¿Ã‚ ½hrung und Organisation 55, 181-186. Uebel, Matthias F. Helmke, Stefan, 2003: Eskalationsmanagement in Projekten. S. 413-429 in: Bernecker, Michael Eckrich, Klaus (Hrsg.): Handbuch Projektmanagement. Mà ¯Ã‚ ¿Ã‚ ½nchen, Wien: R. Oldenbourg. Wildemann, Horst, 1998: Die modulare Fabrik. Kundennahe Produktion durch Fertigungssegmentierung. Mà ¯Ã‚ ¿Ã‚ ½nchen: TCW-Transfer-Centrum GmbH. Appendix 1 Theoretical Framework Phase Models of Organizational Change Any change process can be thought of as going through distinct phases or stages. The purpose of this section is to provide theoretical background information of phase models of change. Linear Models Linear models see the change process as linear, progressing from a present state, through a transition state to a future state. The implicit assumption is that the future state is more desirable than the present state. Lewin provided one of the early fundamental linear models of the change process. He observed that any living system is always in a state of change, but will tend toward a quasistationary equilibrium. (Lewin 1947: 15-16). The level of behaviour of the system at any moment is the result of two sets of forces: those striving to maintain the status quo and those pushing for change. When both sets of forces are equal, current levels of behaviour are maintained. In order to change the equilibrium, one can either increase those forces pushing for change or decrease those forces maintaining the current state. Lewin viewed the change process as consisting of three phases or stages (Lewin 1947: 34-35): 1. Unfreezing. This step involves the forces maintaining the systems behaviour at the current level. Unfreezing is accomplished by introducing information that shows discrepancies between behaviours desired by group members and those behaviours they currently exhibit. 2. Moving. This step shifts the system to a higher level of group performance. It involves developing new behaviours and attitudes through changes in structures and processes. 3. (Re-)Freezing. This step stabilizes the system at a new state of quasi-stationary equilibrium. It is accomplished through the use of supporting mechanisms that reinforce the new state, such as systems, structures and policies. The new equilibrium can thus be made relatively secure against change (Lewin 1947: 35). Circular Models While the linear models follow the European science, East Asian and Confucian traditions offer a very different theory of change. The model of change underlying Confucian philosophies was summarized by Marshak (1993). As shown in Figure 1, there is continual cyclical movement among the five elements that make up the universe. Movement is a natural process and occurs in a specific sequence. When it is out of balance or out of order, unfortunate consequences result. Thus in this model everything and everyone is interconnected and part of continuous cycles of change. Figure 1: Five agents cyclical change according to East Asian philosophy (source: Marshak 1993:399) Appendix 2 Theoretical Framework Overview of the Three Forces for Change In the literature of organizational change, there is a widespread disagreement whether change should be implemented top-down or bottom-up. Top-Down Direction Setting Top-down change is seen to have the advantage of a clear direction towards an end state, to provide the integrated perspective that only top management can provide and to promise rapid change. However, top-down change can often lead to resistance and lack of commitment from middle managers and employees who might feel that top management does not really understand the problem. With regard to the RM Division, it becomes clear that management follows a top-down approach. RM`s general managers take major decisions on new technology an workers are not included in the decision-making process. The result is a lack of commitment and machine operators use any means they could to beat the system. Bottom-Up Performance Improvement The other line of argument favours a bottom-up approach to change, as this seems to address many of the shortcomings of top-down change by actively involving employees in the change process. But also a pure bottom-up approach has its problems. It often lacks direction and a link to corporate strategy, it can lead to costly duplication of effort, it often leads to little transfer of learnings and it can be slow to get results (Beer et al. 1990: 68). The RM Division did not follow a bottom-up approach for implementing the change. It is worth mentioning at this point that the RM management missed, as a result of not actively involving the employees into the change process, to address the disadvantages of a top-down approach. In addition, the above-mentioned advantages of a bottom-up approach were not realized during the change process. Horizontal Process Redesign Recognizing the limits of the pure top-down or bottom-up approaches to change, some authors have therefore argued that the solution is to combine the two approaches (Beer et al.1990). A combination of the two approaches holds the promise of obtaining their respective benefits while minimizing their disadvantages. However, it is argued, that fundamental change requires not only top-down direction and bottom-up performance improvement, but also a third force for change: horizontal process redesign. Horizontal process redesign views organizations as made up of key processes that produce a result for the customer. It attempts to bring the benefits of process thinking to the whole organization and emphasizes the importance of redesigning a small number of core business processes that cross the traditional functional boundaries. Likewise, it can occur at three levels: across organizations, across functions and within functions (see Figure 2). Horizontal process redesign sees reengineering as a key activity at all levels of the organization. However, in order to avoid sub-optimisations, one should start at the top management by mapping out the high-level processes first. In this way, once the subprocesses are considered, their role within the higher level processes are clear. This was not being realized at the RM Division: Instead of defining and explaining the new processes to the workforce, only immediately prior to the introduction of the new technology management had explained to the workforce the basic principles behind automation, disregarding the need for understanding the new processes. Particularly a proper introduction of the new core processes across functions was neglected. These mainly included the fact that previously, operators were involved in setting and adjusting machinery and now were simply operating their machines. At the same time, the process control department was to take greater responsibilities, and to be expanded. Would management have explained the new processes properly, operators would have been clearer about their role in regard to the process control department. Instead they found themselves in a favourable position, performing wider functions than management expected of them. In addition, they could use non-optimum methods to achieve the best possible piecework rates for subsequent production and only reluctantly gave up any rights to use the controls. This all can be seen as a result of a missing explanation of the redesigned core processes to the workforce. The second major problem was that of re-establishing piecework rates on the new machinery, because operators were enjoying average earnings and resisted this move. At this point it would have been helpful to establish a detailed timeframe in which the phases of the change process are listed, in connection with the procedure of handling the piecework rates during and after each phase. The basic agreement, which was being made, did not serve this purpose.

Boston Tea Party Essay -- essays research papers

Boston Tea Party - by m.ems The Boston Tea Party is considered to be the boiling point in a series of events leading up to the revolutionary war against the British. When a group of devout colonists, boarded British tea ships and unloaded their cargo into the Boston harbor, America would be changed forever. What was, at first, seen as an act of mischievous rebellion, turned out to be one of the most influential events in America’s revolutionary history. It not only crippled the already struggling British tea industry, but also, and more importantly, united the American people against British taxation and overall oppression. When the British increased taxes in America, the colonists responded with rebellious fury, most notably, the Boston Tea Party, but when Britain lashed back with even more force, it opened the eyes of Americans alike to the oppression they lived under.   Ã‚  Ã‚  Ã‚  Ã‚  For years, the American people opted to buy smuggled tea from Holland instead of paying the extra money on a taxed British tea. Not only was tea cheaper from Holland but many Americans did not want to pay the tax and contribute to British rule. When British Parliament passed the Tea Act in 1773, it allowed them to provide tea to America for cheaper than the smuggled tea. American tea merchants, unable to compete with this new low price, were put out of business. (Jones) This Act infuriated the colonial citizens who felt it unfair to favor their British tea dealers over American ones. In retaliation, Samuel Adams led a group of 150 or so men disguised as Mohawk Indians boarded three British tea ships and proceeded to dump 343 chests of British tea into the ocean. (Cornell) When Bostonians refused to pay for the destroyed property, King George III and Parliament passed the so-called “Intolerable'; Acts. One result was the closing of the port of Boston and forb id public meetings in Massachusetts. Essentially, the Intolerable Acts shut down the Massachusetts government entirely. These acts of oppression sparked the desire for change in American people and were a major cause for the first continental congress, which took steps towards revolution and ultimately liberated the United States.   Ã‚  Ã‚  Ã‚  Ã‚  During the revolutionary process, propaganda was key in spreading revolutionary ideas across America and one of the leading p... ...nt, the Continental Congress created the Association which called for a complete boycott of all British goods. This step pushed Britain over the edge. They realized that they could no longer control America and moved closer towards war. The Americans did not want a revolution, simply a reprieve from oppressive legislation but as time went on they could also sense an inevitable conflict and continued their efforts in uniting their nation by spreading propaganda and readying their militias.   Ã‚  Ã‚  Ã‚  Ã‚  The Boston Tea Party was one of the most effective pieces of political theatre ever staged. It did so many things for America’s independence; most importantly, the event gave Americans a sense of power and showed them that they could fight back and make a difference. The Tea Party served as the springboard to more revolutionary steps that eventually led to our independence. John Adams said about the event, “There is a dignity, a majesty, a sublimity, in this last effort of the patriots that I greatly admire.'; It was a bold, risky, yet necessary action that legitimately established America as its own nation long before independence was achieved.

Religion wealth and poverty Essay

(Ai) Outline the Hindu teachings on wealth and poverty. To be wealthy is to have a large amount of money- enough to feed yourself and others. To suffer from poverty is to have very little or no money- not enough to feed yourself and fulfil your physiological needs. Hinduism is a religion, a culture and to many, a way of life. Due to the globalisation of Hinduism, it has been brought into contact with a large variety of cultures and religions causing Hindu beliefs in areas to be changed or completely removed. Because of this there are many views on the topic of wealth and poverty and some of these are outlined below. In most cultures the caste system is based on the amount of money or power the person has, for example; in England there are three castes- upper, middle, and lower class. In Hinduism there are four castes and they are not based on wealth. These castes are called Varnas and they are in order of highest to lowest:- Brahmin- these are the priests, teachers and the wise men. Kshatriya- these are the warriors, leaders and rulers. Vaisya- these are the traders, merchants, agricultural workers and other forms of commerce. Sudra- these are manual labourers, servants and beggars. This is the lowest caste. You cannot get a job which is not of your caste and you do not choose which caste to be in, but you are born into it. You cannot change between castes in your lifetime. The only way to change between castes is to be reincarnated into another one. The cast you are reincarnated into depends on your karma. To get good karma, you have to follow your dharma (duty of your caste – to get an appropriate job, to pray to God, to be a good citizen). If your karma is good you will be born into a higher caste. If it is bad, you will be born into a lower caste. Because of this caste system, people in the lowest caste (Sudra) could not get enough money to feed themselves or their families because they were inferior and could not get much work. You would probably have to steal from the two middle classes (Vaisya and Kshatriya) as they were likely to have money. Because stealing is a crime, the person who stole would have to pay a fine they can’t afford which would make them poorer and therefore more likely to steal or mug someone. Because of the crimes they are committing, they will get bad karma, causing them to live another life in this caste. In present day, the caste system is no longer used in most cities and urban areas. But in many villages, the caste system is still followed strongly. In Hinduism, money is not considered to be bad, but as a necessity to survive. It is natural to try and earn as much money as you can in the householder stage of life, to pay for your expenses. Many people pray to the Goddess Laxshmi who is the goddess of wealth and prosperity but what is wrong in Hinduism is to become greedy. Poverty is a huge problem in India as it has many beggars who beg on the streets. Many people will not help them as they believe that it is their fault that they are in that caste due to previous karma. But Gandhi said that we should help them as this improves our own karma by helping others. Giving away old clothes instead of throwing them in the bin is a way of helping the poor. (Aii) Explain why there is a need for world development. The world’s countries can be separated into three main categories; Developed countries Developing countries Undeveloped countries. Most of the developed countries are- the USA, Canada, western European countries and Australia. These countries are richer and have more advanced technology. They do not have a poverty problem and if there is, it would probably be relative poverty. The undeveloped countries can be referred to as ‘third world countries’. Most of these are in Africa and Asia. They have huge poverty problems- a mixture of both absolute and relative poverty. Relative poverty is when someone is considered to be poor compared to others in their community. Absolute poverty is when the person cannot afford to buy enough food or shelter for himself or his family. As the countries which have mass poverty problems are very poor, they would borrow money from richer countries such as the USA. This would put the country into debt which would create a large amount of interest as money is usually borrowed in millions or billions. One example is when Chile borrowed 3.9 billion dollars, and then ended up paying back a total of 12.8 billion dollars due to interest. That extra 9 billion dollars could have been used to speed up the development of the country. Because of this huge interest problem governments try to make enough money so they can pay of the debt as quickly as possible otherwise it will keep collecting up interest. One way to do this is to grow cash crops. Cash crops are crops grown to be sold rather than food for the people. The richer countries who buy them often buy them at a lower price than the actual value because the countries are desperate to sell them. Some examples of cash crops are- coffee, cocoa, tobacco, sugar cane and cotton. Due to this many people starve as there is not enough food, so the country ends up borrowing again to pay for the importing of food. Also natural disasters can cause the destruction of houses, farmland, hospitals, schools and businesses. This would mean that the government would have to take out more debts to make repairs and to help the injured. Because of the disaster, the roads may not be safe to travel on so the government would have to use expensive transport such as helicopters in times of emergency. (Aiii) Analyse and explain the work of ONE Hindu agency working for world development. The Hindu agency which I will be talking about is BAPS Care International. BAPS Care International is a charity which became registered in the year 2000. it was previously set up 1950 and done charity work under the BAPS Swaminarayan Sanstha. Their mission is to help disadvantaged families and communities mainly in India and they believe that everyone has the right to have a ‘peaceful, dignified and healthy way of life’. They offer many services such as medical, educational, environmental, tribal, community services and disaster relief. BAPS Care International has achieved so much in these past years and here is a list of some of their greatest achievements. They have†¦ over 610 000 patients treated yearly in their facilities. opened 14 hospitals, clinics and healthcare centres. made 11 mobile medical vans for remote communities. give free medicine and medical camps. supported an emergency medical team and services. opened 10 schools, 8 colleges/institutions and 14 student hostels. supported 20 schools and colleges. built 55 schools. recycled 10 000 tons of paper. recycled 10 million aluminium cans. built 85 dams. planted 1.5 million trees. organised weekly meetings in youth centres. Also since the 1970s they have given disaster relief for floods, famines, cyclones, plagues, droughts, ferry disasters, riots, earthquakes and the tsunami. (B) ‘There should be no rich people as long as there is poverty in the world’.

Metamorphosis by Franz Kafka Essay

In the novella, The Metamorphosis by Franz Kafka, a story about a young man named Gregor who was alienated from his job, his humanity, his family and even his body. Gregor barely notices his metamorphosis into a bug; life remained the same for him. After the metamorphosis, Gregor feels completely alienated from his room and environment, a symbol of this was through him being unable to see the street through his window. The metamorphosis is a powerful indictment of alienation brought by the life of Gregor. Franz Kafka’s novella has a thematic concern on the effects of alienation caused by friends, colleagues, family and Gregor himself. First, we look at the people around Gregor, his colleagues, acquaintances and friends. The cook, she is filled with fear at the thought or sight of Gregor. Another is the maid, Anna who is not fearful of him but chooses to keep her distance and requests to be in the kitchen while the door is locked whenever she is not needed in the rest of the house. From the house keepers we can see that they try to stay away from Gregor, to alienate him from them, for reasons of fear. Another is the depth of response from Gregor’s Office Manager, he shows up at the Samsa house asumming the worst, that he has ran away with money from the job. When in fact, he displays fear and repulsion in the reaction of â€Å"Oh,† when he saw Gregor, he then leaves the house. What I have seen from these three characters they are not close to him. They either have a reaction of fear or disgust. They represent the type of people that naturally fear or look down on someone who is different, so they simp ly alienate what they see, Gregor. Secondly, we will look into the family’s reaction, which is different from those who do not know him; the alienation is on a deeper level. His mother is kindest to him, her initial reaction to seeing Gregor transform was fear,  however, over time her fears turns into worry. Gregor’s sister treats him the best because she is willing to bring him food, play the violin for him, and clean his room however; this changes in the end of the novella. Finally, Gregor’s father has not only fear towards him but hate as well. This is shown when he sees Gregor he assumes Gregor has done something wrong and looks to punish him, he looks down on Gregor. Another time was at Gregor’s death when his father said, â€Å"Thanks be to God.† As you can see, there are many different reactions from each family member, though; they do make assumptions all together as well. The Samsa family fears him, but unlike others, they have come to hate him for the burden he has caused them. His family alienates him for being different and come to look down at him because he has made their lives harder. Thirdly, before and after the metamorphosis, Gregor Alienated himself; prior to the metamorphosis, he did not have much of a social life; he buried himself in his work. Even after the metamorphosis, he still does things from a distance. When he discovers what happened to himself in the beginning of the novella, he did not call out for help, all he thought about what work. He continues to hide away from others and slipping beneath sheets or underneath the couch when someone enters the room. Gregor’s own fear and self-doubt alienated him. In conclusion, perhaps the greatest consequence of Gregor’s metamorphosis is the psychological distance between Gregor and with those around him. It has made him emotionally separate from his family member, humanity and even himself; he even refers to it as his â€Å"imprisonment.† Gregor had become totally isolated from everyone around him, including those people he cares for like Grete and his mother. Alienation is a key theme depicted in the life of Gregor. Franz Kafka’s novella has a thematic concern on the effects of alienation caused by friends, colleagues, family and Gregor himself. Bibliography The Metamorphosis Themes. (n.d.). Study Guides & Essay Editing. Retrieved November 4, 2013, from http://www.gradesaver.com/the-metamorphosis/study-guide/major-themes/ The Metamorphosis: Theme Analysis. (n.d.). Novelguide. Retrieved November 4, 2013, from http://www.novelguide.com/the-metamorphosis/theme-analysis Franz Kafka the Metamorphosis. (n.d.). by Wendy Brumback. Retrieved November 4, 2013, from http://www.humanities360.com/index.php/franz-kafka-the-metamorphosis-29368/ Eggenschwiler, David. â€Å"The Metamorphosis, Freud, and the Chains of Odysseus.† Modern Critical Views Franz Kafka. Ed. Harold Bloom. New York: Chelsea, 1986.199-219. Greenberg, Martin. â€Å"The Death of an Outcast.† Readings on The Metamorphosis. Ed. Hayley Mitchell Haugen. San Diego: Greenhaven, 2002. 62-73. Kafka, Franz. â€Å"The Metamorphosis.† Literature An Introduction to Fiction, Poetry, Drama and Writing. 10th ed. Ed. X.J. Kennedy and Dana Gioia. New York: Pearson,2007. 317-347.

Political concepts affect on 2004 election essays

Political concepts affect on 2004 election essays Political culture, public opinion, and the media represent significant political concepts in the American political system. All affect the views of the general public. All of these political concepts are interconnected, each influencing the other, and similarly these three political concepts often affect the general publics political tendencies. The American political culture consist of the common values and beliefs of citizens that have political consequences. The beliefs composing the political culture are generally structural beliefs based on the American ideals of freedom. A general consensus exists among citizens on these beliefs and they often shape the political playground. Public opinion encompasses the political attitudes expressed by ordinary citizens on various issues, usually measured through opinion polls. In a strong democracy, public opinion should affect government action. Though greatly influenced by the media, public opinion also tends to reflect our basic political culture. The medias job is to bring the public valid and relevant information about politics and the policies that affect ordinary citizens. The media greatly influences public opinion by shaping an agenda and nearly dictating what issues are of importance. Living in a democracy, citizens should ultimately control the government, and to do they must be well informed. These three fundamental political concepts all have an influence on how the American people vote. The influences vary from subtle to great but combined, these often these political concepts probably have the largest influence on how the electorate votes. Of the three political concepts being discussed, political culture has the least noticeable effect on the way citizens vote. It is very important that a candidates fundamental beliefs are in sync with the American electorate and President Bush and Senator Kerry do both share in those central American ideals. Had a major ...

Overview of the Genitive Singular in Latin Declensions

Overview of the Genitive Singular in Latin Declensions When you are trying to translate a Latin noun into English or English into Latin, you should know which of the five declensions the noun falls into. If you know the declension and the dictionary forms of a noun, youre set. For instance, the word puella, a first declension word that will be listed as puella, -ae, f. or something similar in the dictionary, is feminine (thats what the f. stands for; m. stands for masculine and n. stands for neuter) and is first declension, as you can tell from the second part of the dictionary listing, here; -ae. The genitive (cÄ sus patricus paternal case in Latin) is the name for this second form (-ae for the first declension) and is easy to remember as the equivalent of a possessive or apostrophe-s case in English. Thats not its complete role, though. In Latin, the genitive is the case of description. The use of one genitive noun limits the meaning of another noun, according to Richard Upsher Smith, Jr., in A Glossary of Terms in Grammar, Rhetoric, and Prosody for Readers of Greek and Latin: A Vade Mecum. There are five declensions in Latin. The genitive ending is used in the dictionary because each of the five declensions has its own genitive form. The five genitive terminations are: -ae-Ä «-is-us-eÄ « An example from each of the 5 declensions: puellae - the girls (puella, -ae, f.)servÄ « - the slaves (servus, -Ä «, m.)principis - the chiefs (princeps, -ipis, m.)cornÃ… «s - the horns (cornÃ… «, -Ã… «s, n.)dieÄ « - the days (dies, -eÄ «, m.)

JetBlue Assignment Example | Topics and Well Written Essays - 250 words

JetBlue - Assignment Example Examples of wants in the company are comfortable seats and excellent service. Moreover, demands are above wants. They include things that human wants and have ability and potential of buying. Some of the demands in the company include more legroom and LCD entertainment at every seat. The three concepts have an implication to the company. First, the company has to ensure that the client meets all the needs. Secondly, the company has to take care of wants in order to be competitive in the market. Lastly, the company needs to have a variety of things demanded so that customer can have choices in choosing their demands. Although this is a small firm, it is clear that the company aims in satisfying the customer to the fullest. In fact, the level of satisfaction can be deciphered from their company slogan â€Å"Happy Jetting.† The company also has some of the products that are not available to other competitors. The company also hires employees and train them based on company values. Therefore, what is being exchanged in the company is value and satisfaction customer for profit generation in the company. The production concept best applies to JetBlue. This is because the company focus is on provision quality services in attraction of customers. The application of the concept is seen through provision of excellent customer services. The company creates various values for its customers. One is through offering comfort to its customers. Second, the other is through offering of good customer service. An excellent service is provided by hiring right employees and training them on company core