PERSONAL DEVELOPMENT PLANNING Essay Example | Topics and Well Written Essays - 2500 words

PERSONAL DEVELOPMENT PLANNING - Essay Example Global financial managers discuss and evaluate the financial parameters of business planning and performance. The course of Global Financial Management provides the students with a deep in-sight into the strategies used by the financial institutions and intermediaries to operate successfully in a highly dynamic and challenging environment. Students are taught the structure of financial markets, the factors that play a role in the development and breakdown of financial markets, and the way financial markets operate. The pathway of Global Financial Management provides a clear and coherent framework and educates and trains the students so that they can fully understand the challenges and deliver in the field of accounting and finance. The pathway of Global Financial Management enables the students to develop their employability skills by teaching them the mathematical techniques and operations involved in accounting and finance. Students are taught financial report writing which is a very important skill in the field of accounting and finance. Innovative financial management and strategic financial planning are some of the most required and relevant skills in the contemporary market driven by creativity and innovation. Students understand the financial capital markets in detail and develop the knowledge of annual company accounts. The pathway polishes the students’ ability to determine cashflows for the organization they work for and creates an understanding of latest developments in business thinking in the students. As a result of taking this course, students become deep thinkers and their ability to make informed decisions is improved. The pathway of Global Financial Management prepares the students to work in a variety of areas that include but are not limited to corporate finance, trading, banking, real estate,

FOOD AND BIVERAGE Essay Example | Topics and Well Written Essays - 1500 words

FOOD AND BIVERAGE - Essay Example In order to cut-down costs and gain significant revenue, companies in the hospitality industry prioritized research-based branding strategies, to their specific target group in order to acquire corporate identity and quality service (Morgan, Pritchard and Pride). Distinguishing their brand image and differentiation of their product became of primary importance for all hospitality firms (hotels, restaurants etc). In the recent years, many international hotel firms have turned to a major branding strategy called co-branding. In this concept an existing restaurant is incorporated within a hotel, a practice considered to have been started by Victor Bergen during the 1930’s, establishing fast food outlets in hotels on the highway which had a customer base of American families travelling away from home. The incorporation of this model to the modern hotel industry has been observed to change dramatically both consumer attitude and hotel management (Rutherford). This review plans to a nalyze the current position of strategic co-branding in the hospitality sector and how the tourism industry could be benefited. Furthermore, possible problems are discussed and recommendations to potential managers wanting to employ strategic co-branding techniques are given. 2. Co-branding definition While co-branding doesn’t have a single definition, it generally involves the strategic alliance of at least two firms (Knowles, Diamantis and El-Mourhabi). It has also been described as â€Å"a form of cooperation between two or more brands with significant customer recognition, in which all the participants’ brand names are retained† (Blackett, Boad and Interbrand). Furthermore, Hilyer (Hillyer and Tikoo) explains the definition of co-brading when a product features more than one brand name. Among all these definitions, some common characteristics can be identified. The fundamental part in co-branding is the requirement of two or more brands that are widely recog nised while the brand name is kept intact and the duration of the whole project varies between medium to long (Kippenberger). Therefore, co-branding can be interpreted into reality in two manners: either joining two brand names together in forming a new or unique product or having two recognised brands under the same space, such as T.G.I Fridays within Holiday Inn hotel (Hahm and Khan). 3. Notable examples of Co-branding Based on the model used in the early 1930’s, with Bergen’s restaurants and hotels, the hotel industry began to employ co-branding strategies when it was faced with unprofitable sales. Today a large variety of hotels and restaurants use co-branding as a means of enhancing distribution of products or services together with increasing the range of their customer base, helping them to reach maximum profitability (Boone). Marriot Hotels is considered on of the pioneers of the chain hotels to be the first to implement an internationally recognised brand such as Pizza Hut in 1989 (Boone; Kippenberger). Following their example, the co-branding of TGI Fridays within Holiday Inn hotels turned out to be a financial success. After the conversion of the Pennsylvania Holiday Inn restaurant to TGI Friday’s, the increase from $450,000 to $4 million within the first year only

History based on the life of the original Macbeth Essay Example for Free

History based on the life of the original Macbeth Essay Eleventh century Scotland was a violent and troubled country. Family and supposedly loyal friends rebelled against one another for trading and territory purposes. The threats of an enemy invasion or an attack on fortresses were extremely common. Rampant Vikings and local Scottish men raided constantly to weaken and more importantly drive out the stubborn opposing forces that lay in their way. Macbeth was born into this dangerous environment in 1005, son of the victorious family that stamped its authority on Moray and Ross [significant areas in Scotland]. The family itself betrayed themselves as being loving and caring to one another, however, internally they were scarred mentally, as a consequence of their fathers death who was evidently murdered by his cousins. Macbeth obviously emotionally distracted by his fathers death, concentrated his thoughts on leading a comparatively normal life, supported by Brauch his new partner [granddaughter to a High King of Scotland]. Subsequently they had no children of their own. The present ruler of Scotland was Duncan, an ineffectual and seemingly unpopular person amidst the civil problems. Not surprisingly someone assassinated him at the age of thirty-eight. Historians believe that it may have actually been Macbeth, but there is no conclusive evidence to confirm their theories. Macbeth seized this unique opportunity, and was elected High King of Scotland in 1040; he ruled for seventeen years. As predecessor of the reviled Duncan, his first priority during his initial ten years in power, was to bring peace and relative stability to his problematic kingdom, notably he was fairly successful at doing-so; he became a reforming King accordingly. He managed to balance out and annihilate the majority of the negative feelings amongst the population. Unfortunately for him, his greatest and most fatal hurdle materialized in the form Duncans son Malcolm, who was absolutely determined to take control of Scotland. He ingeniously invaded the region in 1054, aided by the English King Edward the Confessor. Macbeth himself was brutally exterminated on the 15th of August 1057 at Peel Ring Lumphanan in Mar. He was buried at Iona, respectively; the sacred burial place of the Kings of Scotland. Was this epic period of Scottish History the basis for Shakespeare Macbeth? Shakespeare was a talented playwright, not a historian. However, the past provides an excellent source for basing a flourishing play. It is exciting factual material with which [if one is intellectually sound], can modify and adapt to conjure up maximum dramatic effect and a truly brilliant and entertaining stage production. Historical evidence bestows writers with a fruitful background; an imaginative base on which one can construct a sophisticated plot that entices the audiences mind, body and soul. For Shakespeare this would have been incredibly difficult to originate, hence the gathering below the rostrum; that were either damn right rude or absolutely sloshed. Indeed, it is true to say that some of his dramas were not as appreciated or dominant, fortunately Macbeth proved different, and would be a prevailing theatrical production for hundreds of years. Shakespeare was an independent character, one who thrived on his own personal achievement, and one who was not afraid to alter and develop certain features regarding a story to accomplish ultimate dramatic effect. The epicentre of Macbeth pivoted around the eleventh century ancestors; he obviously acknowledged the great potential in these characters. He evidently thought it necessary to convert, invent and abolish particular characteristics surrounding the events of eleventh century Scotland. He established Lady Macbeths sleepwalking and death, the banquet scene and Banquos ghost, and most of the cauldron scene. With a little imagination and adaptation he reversed King Duncans nasty personality into a loved and greatly appreciated role model. He also eliminated Macbeths ten years of good rule to make the scenario and atmosphere more effective; everything he purposely altered was in the interest of the play. Interestingly, King James I was in power, when Shakespeare first presented Macbeth in 1603. I personally find this rather intriguing, because the actual storyline consists of many of King Jamess personal comforts and interests. It is obvious that King James was a superior influence on the outcome of the play; he helps to conjure up some fruitful inspiration for Shakespeare; this, and the colourful Scottish pass times, provides a feast of information and ideas for Shakespeare to weave his magic upon. He gratefully accepted this priceless gift, and transformed it into one of the greatest tragedies this world has literally ever experienced. What message is Shakespeare trying to get across? I feel it important for one and me to understand that the play is meaningfully founded on the corruption of power. Although the supernatural, fascinating individuals and mysterious undertakings create a unique atmosphere to the play, the nucleus consists off events that revolve around the abuse of power. It is true to say that this is present and happening in our modern society, take Hitler for example. He was a dictator who possessed a lethal amount of power, he used it to brainwash people, so that he could do what he wanted. He started by wiping out an entire race, known as the Jews; he and his fixation to be in control was a major factor in triggering the Second World War. A comparison can be made between him and Macbeth, both of which abused their authority. Shakespeare is trying to get this eminent message across to his viewers. Witchcraft and Murderous Schemes. If one is familiar with the tragedy, one will know that Shakespeare wrote and directed it, at a time in which murders and witchcraft were everyday issues. In fact, the majority of the general public seriously believed and feared the paranormal universe, so much so, individuals who were thought to be actual witches were tried, tested and eventually killed. During this time, witch mania reached terrifying proportions; hundreds of innocent people [usually women] were condemned to immediate execution, without an adequate assessment. As anticipated, a small minority were against this mass persecution, but they and their justifiable opinions were suffocated without due consideration by the bulk of the general public. Essay Targets. Macbeth has complicated plots that comprise of numerous acts and scenes. I am attempting to devise an essay focusing on three specific scenes. The essay is to be written in a directors point of view as if I was to direct these three selected scenes: Act I, Scene 3. Act I, Scene 5. Act 5, Scene 5. I feel that these three scenes collectively describe the basic tale and downfall of Macbeth himself. Act I, Scene 3 meets the witches, which influences his decision to kill the king. Act I, Scene 5 Lady Macbeth plots to kill Duncan herself and confides her thoughts in Macbeth. Act 5, Scene 5 As a consequence of his murders, everything has come back to haunt him. He is about to be attacked by the English army, and inevitably faces the decisive punishment for his sins Death!!! I deem each scene to be off substantial importance, all independently help to develop and illustrate the overall narrative too. Unquestionably, each one has to be directed appropriately, to attain the audiences concentration, and to merely get them philosophizing about the story. An enthralling location is also absolutely necessary, the audience needs to be encapsulated by the setting and circumstances. The following essay denotes each scene autonomously, and expresses my feelings and points of view on how I should direct and conduct all three scenes to achieve a stunning atmosphere to mesmerize and amaze the spectators. My main objective is to manipulate selected characters and transform their personality and temperament to improve the play and exaggerate the horror theme. The fact that Shakespeare himself, left no stage directions leaves the doorway open for any willing direct to interpret the actual play, as he/she wants. Over the centuries, several producers have devised their own technique and developed the plot to create their own translation of the enigmatic ventures of the Scottish hierarchy. I have committed my play and essay to a film production. I have chosen to adopt this particular method, because I feel that it would fit perfectly into a modern day movie, which has the funds and technology to support graphic and suitable special effects. I have observed a modern day interpretation of the play; it was staged on a rough Birmingham estate. For some bizarre reason though, the actors referred to the direct text, but conveyed them in a Brummie accent; this was literally diabolical. It simply did not complement Shakespeares erratic language, the pronunciation was awful- quite positively negative. I on the other hand deem it more appropriate to compose the epic tale of Macbeths downfall in its indigenous and traditional generation. Directors point of view for Act I, Scene 3. Summary of scene: Macbeth and Banquo meet the witches, Macbeth is returning from the battle with his gallant companion and hearty Scottish nobleman, Banquo. Their journey back to the Kings camp takes them over a deserted heath. Here, the witches lie in wait for them, talking as they generally do about an evil spell they have cast upon one unfortunate person. The mist clears Macbeth and Banquo unexpectedly see the witches. They demand that these creatures: so witherd and so wild in their attire, explain who they are. When the witches speak, they greet Macbeth as Thane of Cawdor and predict that hell become king. To Banquo they foretell Your heirs will be kings, although you will not, they then disappear, before a bewildered and perplexed Macbeth can inquire about their prophecies. I feel it compulsory to point out that this scene is the penultimate in the opening trio, therefore a lot of planning and thought has gone into directing it, hence the fact its considerably longer than the other two scenes. Uncharacteristically, I have chosen to direct the third scene instead of the first. Respectively both are of great significance to the outcome of the play, but the third introduces the witches, their first apparition, Macbeth and Banquo. Like the opening scene, this one needs to be just as effective to conquer the audiences awareness. In this scene the witches encourage Macbeth to believe that he is invulnerable and indestructible. The intereference of the witches influence Macbeths actions; he immediately considers to commit regicide against King Duncan If good, why do I yield to that suggestion/ Whose horrid image doth unfix my hair/ And make my seated heart knock at my ribs/ Against the use of nature? These four sentences help to describe Macbeths feelings, he is basically thinking about the proposed murder, he does this by making references to certain features on his body. For example, your heart pounds when youre excited or nervous. Macbeth having possession of all the confidence in the world as a consequence of the witches predictions and the recent victory in the exasperating battle fears no one. I find it hard to appreciate the reliance and dependence confined in the witches and their prophecies by Macbeth; after all they are absolute strangers. This is why Ive chosen to portray the witches as attractive housewives, hopefully this will make the scene more believable, because men are easily dominated and controlled by beautiful, seductive mistresses. This needs to apprehend the audiences interest, so that they can acknowledge the circumstances and understand whats actually happening. I will set the play on a desolate, open stretch of countryside. It will be nighttime with a low and eerie fog making visibility poor. This will intensify the atmosphere, because the audience will instinctively be weary of the surroundings and the mysterious environment. The witches, Macbeth and Banquo are all dominant and important characters, thus meaning they need to be familiarized and introduced, so the audience recognizes who they are later on in the film. The scene will get underway with Macbeth and Banquo strolling over the motionless fields, discussing the eventful battle, although you will not be able to hear them, because only a sinister genre of music will be heard. They are going to be dressed in war-like clothes; therefore the audience will directly associate them with a battle of some description. In the near distance a lonely farm building will stand [the audience obviously noticing this, should already be imagining whats in it and are Macbeth and Banquo going to go there]? The interior of the barn will be exceptionally gloomy, but in the far corner three ugly hags are going to be highlighted by specifically positioned lightning. The witches are severely deformed, to leave the audience feeling astonished and expectantly physically sick! The witches will speak in macabre tone of voice, whilst speaking to one another. Their wicked conversations will consist off evil material e.g. Killing swine/ and like a rat without a tail/ Here I have a pilots thumb, wrecked as homeward he did come. The presence of the witches and their repulsive words is a created stimulus that makes the play a great deal more engaging, therefore the overall production benefits and improves considerably. Their physical appearance and cursed lines keep the audience hooked, simultaneously the supernatural element increases the suspense with every scary sound and disgusting illustration produced or described by the witches. Macbeth and Banquo feeling exhausted from their tiresome day will seek deserved refuge beneath the suspicious looking dwelling. The tension and suspense will certainly be enhanced amongst the audience obviously fearing the couplets safety as they cautiously enter. However, they will be treated to a pleasant surprise, this is due to the sexy figures gathered in the corner of the room. Using contemporary technology and realistic special effects, the hideous threesome will magically be converted into gorgeous bitches! The transformed witches disguised as randy and bored housewives will [without doubt], outstand and arouse the audience together with Macbeth and Banquo. This is known as dramatic irony, when the watchers know something that the characters dont. The witches dressed in a low, red cut top [showing an outrageous amount of cleavage] will immediately greet the dazed Macbeth and Banquo with verses of factual information and weird prophecies. The amorous ladies will speak in a confident, persuasive, but somewhat devious tone of voice, thus causing the men in the room to absorb these queer predictions. The audience would accept the witches original nature and accept the fact that beautiful seductive women are able to force gullible/intelligent men to believe in them and their words. Obviously, Macbeth and Banquo will be confused and amazed, but in some sense enthusiastic about the apparition. As they attempt to verbally challenge the witches, the room will suddenly become silenced, with them both pondering their recent experience, the atmosphere again changes though, as Ross and Angus storm into the equation. Ross and Angus stunned to find their chums under these certain circumstances try to regurgitate the report sent by the king. Gradually, as Ross explains the situation to Macbeth and Banquo [regarding the former Thane of Cawdor and him being sentenced to death for treason against the king], the witches prophecy is beginning to unfold. Therefore Macbeth needs to act in an astounded manner, altering his body language and facial expressions accordingly best shows this. Macbeth has chosen to renovate his character, and so he keeps his feelings and thoughts to himself. This is aptly shown as he speaks to the audience alone [aside]. His soliloquy refers to and describes his ambition. The prophecy that was revealed by the witches brings a broad temptation to Macbeth that had been his secret all along for being a king, for example: My thought, whose murder yet is but fanastical. This purely indicates Macbeths great ambition, he is already thinking about killing Duncan. If the audience is reasonably clever, they will detect this too. Another distinctive line is Nothing is, but what is not. He is referring to the recent events, commenting on the sensational proceedings. During this scene the plot is potentially discovered, it helps to entangle and trigger off the storyline. Although the words are enormously imperative, the characters and their actions are equally significant, in conjunction with one another, the audience understand whats going on. The scene will end with Macbeth and Banquo standing side by side, contemplating their prosperous future. The camera will zoom in on Macbeth and his cunning visions of murdering Duncan. Unlike Banquo, who is triumphantly imaging his sons being crowned, with him in the background looking on proudly, crying sweet tears of joy? Directors point of view for Act I, Scene 5. Brief summary of scene: In this scene Lady Macbeth plans a murder. She lives at home in there castle at Inverness. Lady Macbeth has received a letter from her husband; in it he tells her about the witches prophecies. She is interrupted as a messenger arrives telling her of the kings visit. She realises that this is the golden opportunity to kill Duncan, the king. Her treacherous thoughts are kept to herself, unlike Macbeth who suppresses them. She makes her mind up that the murder must be committed that night. When Macbeth arrives at the castle ahead of the king, she exclaims convincingly that she has arranged everything. Lady Macbeth is the second most dominant influence on Macbeth. As soon as Lady Macbeth learns of the words spoken by the weird sisters, she instantaneously analyses Macbeths future i.e. if Duncan were killed, Macbeth and her could acquire Scotland. She vigorously studies the letter and assesses the situation, considering the best and most suitable option to chose, in order to bring her eagerly awaited success. If I were to direct this scene, I would set it in Lady Macbeths chamber; this is because bedrooms tend to be a solemn place of privacy and security. The bedroom is to be very grand and ornate, with elaborate walls, preferably in a blood-red colour, this is to emphasis the theme of blood that runs throughout the play. Lady Macbeth dressed in her sexy, soft; silky nighttime gown will try to interpret the epistle relaxing on her mahogany four poster bed. Under a quiet, pleasant piece of music, Lady Macbeths voice is to be sounded above the music, reading out the letter to herself, she will also over exaggerate particular words and phrases, which depict Macbeths thoughts. Whilst peacefully examining the letter, succeeding in comprehending it, she will act in a attentive fashion. As the production is a film, I have decided to include visual images of Lady Macbeths perceptions of the letter. When reading it, there will be metaphors of Lady Macbeth conjuring up pictures of her and Macbeth sitting gloriously on the throne, with hundreds of spectators gathered below, robustly singing their praises. To accompany this ceremony, a victorious composition will engulf it, however, these false celebrations will be disrupted as she resumes normality awoken by an attendant. Things could just not get any better for Lady Macbeth; the attendant brings delightful news concerning Macbeths and Duncans arrival. The supernatural is again underlined and called upon, this time by Lady Macbeth. She forms an imaginary conversation with the evil spirits, asking them to assist her murderous plans: Come you spirits that tend on mortal thoughts, unsex me here. When the conversation commences, Lady Macbeth is going to gaze up at the ceiling and perform actions with her hands where appropriate e.g. Come to my womans breasts she will be clenching her bosoms as she speaks. Again, faded scenes of wicked witches will corrupt her mind, these will then turn into vivid images of her viciously stabbing Duncan to death with a decorative candlestick, as he sleeps. You will then he totally horrified by her face speckled with distinctive spots of blood. Another will then immediately follow this bloodcurdling incident; her menacing eyes will stare at you, threatening you, frightening you!!! With an ounce of luck, the audience will be completely petrified, thus achieving maximum dramatic effect. Over pictures of gruesome violence, a terrorizing sample of music will be heard. During Lady Macbeths deceitful outburst, many references to blood, light and dark and hell are made e.g. Come thick night, and pull these in the durnest smoke of HELL. All of these factors exaggerate the horror theme and atmosphere. Macbeth then enters the bedroom, instantly Lady Macbeth [being the scheming bovine she is], craftily asks her partner [when he claims that Duncan is coming] and when goes hence? In other words when is he going, so I know when to conduct his brutal surcease? Being a woman in all, she is able to change nature and personality whenever she feels it obligatory to fool or persuade Macbeth. Subsequently, she goes on, to subtly describe about disguise: To beguile the time, look like the time/ look like the innocent flower, but be the serpent undert. She is relating these lines to the killing of Duncan, in such away that the audience and Macbeth cannot really appreciate or indeed realize. I would instruct Lady Macbeth to deliver these disloyal words in a convincing way, almost as if shes reassuring Macbeth about the murder. Macbeth does actually distinguish Lady Macbeths words, but he fails to comment on them, instead he ignores her, and demands to talk at a later date. By this time, the murder is already almost complete. Directors point of view for Act 5, Scene 5. Brief summary of scene: Macbeth prepares for battle, is busy setting up defenses all around Dunsinane Castle. Most of his noblemen and soldiers have rebelled and joined the other side, but he is certain he cannot be beaten or not until Birnam Forest comes to Dunsinane [as a consequence of the witches new appairitions]. What he does not know is that his enemies have agreed to meet at Birnam Wood. When the soldiers gather there, each one is given the branch of a tree to camouflage them as they move forward to launch an attack. As he is organizing for the battle, he thinks how meaningless life is. Just then, a messenger announces that Birnam wood appears to move. After the initial murder of Duncan, Macbeth persists in his violent actions and continues to kill more, in an attempt to become ruler of everyone and everything north of the border. Once the first the killing took place, the ball started rolling and unfortunately did not stop, that is up till now. Macbeth is facing unavoidable death, the ultimate punishment for his many sins; his castle at Dunsinane is surrounded with him at the epicentre amongst the entire calamity, but yet he still have faith in the witches predictions, and why not? The witches prophecies and apparitions have so far proved correct, significantly, the prediction concerning Macbeths mortality: No man on earth shall harm him, is about to prove incorrect. However, the arrogant Macbeth seriously supposes himself imperishable, consequently fearing no one. He is undisputedly emotionless this is shown in line 9: I have almost forgot the taste of fears, clearly his mental state is severely befuddled, his aspiration has got him where he is and under these particular state of affairs, he cannot turn back the clock, he simply has to face the penalty of his slaughterous actions. Remarkably, he does not sense any guilt either; instead he concentrates his efforts on the seemingly impossible encounter ahead. Even when is once loved wife dies, he fails to physically react, he simply gathers his thoughts and feelings and distributes them into a touching paragraph; yes, even the audience cannot help to feel for the desolate Macbeth. He once walked upon lifeless stretches of open countryside accompanied by his dearest friend Banquo, now he is the dirt on which his predecessors and countless enemies tread. This scene resembles Macbeths uncomfortable position, and his feelings; it needs to be incredibly effective to achieve the right atmosphere and tension. A more suitable location could not have been selected; the castle at Dunsinane is the perfect setting under such awkward circumstances. With the castle encircled and the defeated, lonesome, loathed figure stranded at the centre, the scene is an awesome opportunity for a willing director like myself to challenge. The scene will commence with an aerial view of the castle and the environment engulfing it, the audience will now understand Macbeths situation. Thousands of infantry will be advancing towards the castle under the natural camouflage off tree branches, a strong drum beat intentionally heard by the audience, will encourage the soldiers to move forwards. Meanwhile, Macbeth seeking what he considers to be relative safety in the castle will burst onto the scene in an aggressive manner. A room sited at the top of the castle [overlooking their boundaries], will suddenly be animated as the door flies open with a terrific thud, followed by a apprehensive Macbeth, Seyton and three rather nervously looking soldiers. A window foreseeing the countryside ahead and the moving woodland will be an important feature in the room, this is because Macbeth will stand in front of it [with his back against the opening], facing the anxious congregation organized below. Macbeth dressed in his gleaming armour tries to rally his troops by expressing valiant words of defiance: Our castles strength will laugh a siege to scorn; here let them lie till famine and the ague eat them up. This successfully illustrates his current state of mind, he is positive and thinks that he and their stronghold will hold out against the enemy, the audience should sense this by li stening to the tone in which he conveys his words; he will do so in a self-assured and powerful manner. During his defiant speech, a high-pitched squeal will be heard, immediately the audience and Macbeth will demand to know what it actually was. Seyton acknowledges that it was a cry of women. Macbeth reflects in a sorry tone, his emotions; the way in which he delivers these might effect the audiences opinion of him. The audience realizes that he was once a good fellow, who fought bravely and cared for ones close, they should almost feel a bit of sympathy towards him, but then they compare him to the coward he has become, one who deserves everything coming his way [that is in the form of an entire army, seeking revenge for the futile murders he has committed]. Seyton informs Macbeth that it was his wife Lady Macbeth. Once more Macbeth expresses his thoughts on the matter, almost as if he is looking back and regretting his actions. The audience will be able to identify the real Macbeth again, as he comments upon ones life, comparing it to Lady Macbeths and his. The atmosphere at this point will be depressive, due to Macbeths sorrowful words. However, the mood will revolutionize on the arrival of a messenger bringing shocking, but inevitable news. I will instruct the messenger to act in a stunned manner; he will also find it increasingly more difficult to tell Macbeth of the moving forest, approaching them at a rapid pace. Macbeth purposely rejects this news: Liar and slave! even though he knows full well that there true, because the witches told him so. At this meticulous moment, a flashback will occur, this will consist of haunted reminiscences of the raunchy women retelling the third apparition stating: Macbeth shall never vanquished be until Great Birnam Wood to high Dunsinane hill shall come against him. In other words, you will never be hurt or even destroyed until Birnam Wood moves towards Dunsinane [this will help to remind the audience about the apparition]. When Macbeth resumes regularity, he will again, persist in not believing the messengers words of truth, perhaps he does not want to believe them, because he knows that the end is near. Regardless of this, he has come too far, and so he will fight to the very last second. At the conclusion of his final dialogue in the scene, he will turn to observe the view outside, noticing an entire wood gradually moving closer, this signifying that his death is exceptionally near, a vacant expression on his countenance will demonstrate this completely.

The Process Of Change Within Organizations Management Essay

The Process Of Change Within Organizations Management Essay This chapter will provide a detailed literature review. The literature review helped frame the initial focus of this study, as well as focus the data analysis (Swanson Holton1997). Literature reviews help researchers limit the scope of their inquiry as well as act as a benchmark for comparison purposes. According to Creswell (2003) literature reviews provide a framework for establishing the importance of the study. According to Swanson and Holton (1997) Research is a process of a specific type of outcome. Outcomes of research are new knowledge, obtained through an orderly, investigative process. Typically the research process begins with attempting to solve a problem, which is done by asking a question and identifying a solution or, in essence, drawing a conclusion. 2.1 An overview of change The focus of the research is to reveal the elements of resistance in the current change management system both in practice and theory. This chapter is organized according to the various components of resistance to change and reducing resistance with the help of human resource strategies of the organization. 2.2. Defining change Change is the metaphysics of our age. Organizational theorists like Drucker (1995) stated change is a constant in all contexts. Change can be defined from an organizational development perspective. Pendlebury, J. et al (1998) demonstrate change as troublesome to organizations, and it is quite disruptive to the individual. The effect of change on individuals is significant. In many respects, it is the emotional dimension of resistance that must be managed throughout the life of the change event. Vigorous emotions can be removed through the process of change within organizations. In fact, scholars argue that every act or event of change will draw some type of resistance resistance that will clear itself in emotions such as fear and anger, denial, avoidance, and resistance. Change can be so disturbing that even individuals directly unaffected by a change initiative can be affected through survivor guilt. According to Noer (1997) survivor guilt or sickness may be experienced by individuals indirectly affected by change and may serve as a significant source of resistance for individuals. 2.2.1. Forces of change Change depends on two forces, which could be external and internal forces. If managers, employees or we can say organisations think about these forces, than they can implement on change successfully. The forces for change are: External Forces Technological change (Manufacturing Automation, Office Automation). Demographic change (Immigration, Age, Education, Gender, Skills) Organisations need to manage the diversity effectively if they are to receive maximum contribution and commitment from employees. Social and political pressure (War, Values, Leadership). Internal Forces Human resource prospects (Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation) Managerial decisions. Human resource prospects (Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation Managerial decisions (Conflict, Leadership, Reward system, Structural reorganisation) the needs for the change. (Bullens, et al 2006). The Wider Environment Social Values Demographics Task Environment Customers and markets Economy Technology Suppliers of Inputs Competitors For markets For resources Regulatory groups The Firm Process Factor What is done (task) How things are done (technology) People factors Workforce diversity Workforce Behaviour Figure 2.1: Triggers to change Source: Corlett,Forster, (2004), Analysing Self and Organisation Part 2: Analysing Organisation, p-654, Pearson Education Limited. Technological Change Technological change in the organisation is critical, for three primary reasons. 1- Competitors use technology as part of major success strategies. 2- Technology driven is everywhere and always present. 3- Value capture from new technology is challenging and never guaranteed. Source: Ettlie,J (2000) Most of the time, we hold technology as a constant, because its convenient. The more change in technology of products, services, and operations, the more change in administrative procedures, new strategies, new organisational structures, and new operating procedures will be required to successfully capture the potential benefits of the venture. The failure of technological change typically occurs when either too much technology is adopted too quickly or not enough technology is adopted to stay ahead of competitors. Cultural Change Culture examines societys values, norms, believes, symbols. Organisational culture, is the concept to analyse that the organisation can be very useful for focusing on the more behavioural and attitudinal aspects of the organisational life. Organisational culture is the social aspects of our employing organisations. Scheins (1985) developed the following typology for cultural analysis The organisations relationship to its environment (belief that relate to the broader environment) The nature of the human activity (beliefs about what the core activity of the business should be) The nature of the reality and truth The nature of human nature (beliefs about what people are like) The nature of human relationships (beliefs are about how people should relate to one another both hierarchically and horizontally) Homogeneity versus diversity (beliefs about similar or diverse the workforce should be) (Ellis Dick 2003). 2.3. Theories of change management There are many change models that are used to aid experts in implementing change. These models can be broken down into two types of change theories that organizations can use: radical and incremental. Within each of these approaches there are various models and processes. Radical change approaches include, but are not limited to, six sigma, quality function deployment, and re-engineering. Radical change models are used to jump-start an organization and are also used when a culture change is required. In 1994, Dyer explain radical change , In a conventionally Midwestern family business atmosphere, change is likely to be more heavily resisted than in other organizations because the feelings adjacent to the change tend to be deeper and more intense, and previous research shows that family values, goals, and relations deeply influence strategic change in family-oriented firms . Incremental change approaches include, but are not limited to, Kurt Lewins model, Beckhards change model, Kotters transformation model, and the Bridges transition model. Incremental change models are related with improving the existing system and operate within the current business model. All these models have a stage of unfreezing of the current behavior, a change being introduced, and a stage of refreezing the new behavior, or else they begin with the identification of the current state, the desired state, and the blocks and barriers that exist between the two. According to Kotter (1996) certain conditions need to be met in order to bring about effective change. These conditions on what is known to contribute to the failure of change efforts. Kotter also states that producing change is about 80% leadership (establishing direction, aligning, and motivating and inspiring people) and about 20% management (planning, budgeting, organizing, and problem-solving). In most change efforts he has studied, the percentages have been reversed. While there are some examples of successful change efforts, so leadership or management works as a change agent within the organization. According to Vago (1999) in a planned change effort, change agents are professionals who influence and implement the change; they are critical to the success of a change effort. Recent studies indicate that static change models are being replaced with dynamic change models that reflect the discontinuous nature of organizational change. In other words, change does not occur at a steady rate even though in the past organizational theory has written about steady or static models. A review of the literature Senge (1990) reflects the need for organizations to be able to continuously adjust as well as to allow for learning to take place. According to Schein (2004) culture change certainly involves unlearning as well as relearning and is therefore, by definition, transformative thus: Schein (2004) also suggested learning leaders must be well connected to those parts of the organization that are themselves well connected to the environment-the sales organization, purchasing, marketing, public relations, legal, finance, and RD .must be able to listen to disconfirming information coming from these sources and to assess the implications for the future of the organization. Cummings and Worley, (2001) state that Kurt Lewins three-stage change model is the root of change management. Lewins change model consisting of the following steps: 1) unfreezing the old behaviour (or situation), 2) moving to a new level of behaviour, and 3) refreezing, the behaviour at the new level. Lewin viewed the change process as a fundamental alteration or change in the forces that kept a system in stasis .According to Lewin, an organization will go through the process of making preparations for change, developing the force for change, implementing change, and then will strive to re-establish stability or reach stasis. Recent theorists have considered change according to developmental change, transitional change, and transformational change (Anderson Ackerman-Anderson, 2001). Unfreeze Change Refreeze Figure 2.2 Kurt Lewins three-stage change model of change. According to Van de Ven and Poole (1995) Organizational change is an empirical observation in an organizational entity of variations in shape, quality or state over time. Kaestle (1990) states in A New Rationale for Organizational Structure, that there are fundamentally two drivers for organizational change: 1) a dynamic marketplace and, 2) information technology. Nadler (1997) argue strongly for the case of new technologies and new markets. Jick (1995) identifies competition and the aspirations to gain and maintain competitive advantage a key Impetus for change. Change is initiated via external sources such as cultural and political factors. In short, additional external factors like globalizing markets, technology, politics, and communications are all sources of change (Nadler, 1997). 2.3.1. Force Field Theory Force Field Theory is the pioneer theory of change management; the theory was developed by Kurt Lewin. Schein (2002) explain Kurt Lewin theory, how change is influenced by two opposing factors driving and restraining forces that work against each other to sustain a state of stability .At the same time as driving forces uphold change, restraining forces resist the driving forces and thus hold back change. When these forces are balanced, a state of quasi-stationary equilibrium is achieved (Figure 2.3). Equilibrium Driving forces ( Restraining forces Figure2.3: Lewins Force Field Theory The term quasi-stationary equilibrium was used to describe the stable routine of day-to-day activity, rather than just equilibrium which implies a state of rest . According to Schein (2002) Any living system is always in a state of some change (growth, metamorphosis, or decline), but all systems are homeostatic in that they always tend toward some kind of equilibrium (p. 35). To explain the quasi-stationary state, Lewin used the analogy of a river flowing at the same velocity and direction over time. Although the river is not at rest, it flows consistently at the same rate and thus is stable. A shift in velocity or direction, however, would constitute a change. To bring about change, either driving forces need to be added or restraining forces must be diminished. Adding more driving forces is likely to be paralleled by higher aggressiveness, higher emotionality, and lower constructiveness than if restraining forces were reduced; therefore, the latter is a more desirable course of action. In addition, adding driving forces is likely to result in new restraining forces as people try to maintain a state of quasi-stationary equilibrium. In this study, force field theory provided the theoretical framework for the variable of resistance to change in that it posited the tendency for groups to maintain a state of stability with restraining forces (i.e. resistance) resulting when driving forces that promote change are introduced. 2.3.2. The modern version of Lewins theory Neito (2006) described the graceful of Lewins theory is the critical analysis if it is to be helpful to HR professionals. To start by means of, it is affective and how easy to get the agreement of employees regarding a change process. Even though if the change is important, but people will not accept the change easily, thats way the first stage Unfreezing takes more time rather than other stages. Next process is Change, this process will be by itself, but this process should be managed properly. If this process is managed properly there are incentives and benefits (easy wins) during the change process, end of the day this process will give the positive support. Finally, the last stage is Refreezing which should be critically evaluated in 21st century. Mid of the twentieth century WeberIan bureaucracies may have been refreeze after change, the modern similarity force be more likely slush. Changes in employees, task, technology and structure the sociotechnical theory are more common, the concept of refreezing may not be a suitable image for recent change succession. Human resource strategies are influenced by external and internal factors. Change successful depends on the concern and growth on the employee relations and interpersonal relationships. Human resource professionals should consider the change processes are likely to meet resistance and that is more efficient to consult with staff and expand teamwork than to oblige changes. Present workers should therefore invest in special development to enhance their long term employability.(Neito,M 2006) To understand the process and the nature of change in the organization, it is important to understand how organization works in the complex environment of external and internal forces. According to Hayes. J (2007) Open structure theory predicts that changes to any one of the internal and external elements of an organisations will source changes to other fundamentals. Hayes. J (2007) adopts from Kotter (1980) the integrative model of organisational dynamics. 2.3.3 Kotters integrative model of organisational dynamics The six main elements in Kotters model are: External environment, based on the direct task related environment and the wider environment (which includes the political system, economical system etc). Employees and other tangible assets, as well as building cash and all other stuff and inventories. Formal organisational arrangements which system is operating and job design Social system, which is based on organisations culture and social structure. Technology is the main product of the organisation. Dominant coalition Goals, strategies of those who control to make the plane. According to Hayes.J (2007) adaptability is very important because it determines whether the organisation will be able or not to maintain the require degree of alignment over the long period. For the long period, the main purpose of change management needs to be ensuring, that the structural basics of the organisation are as adaptable. Key organisational processes Information gathering Communication Decision making Matter energy transportation Matter energy conversion Formal organisational Dominant coalition External environment, Technology, methods Social system culture Employees and tangibleaaaa assets Source of potential behaviour and constraint Impact on Figure: 2.4 Source: Hayes,J.(2007) The theory and Practice of Change Management ,2nd ed, p-47, palgrave Macmillan. 2.3.4. A congruence model of organisations A substitute open system model, planned by Nadler and Tushman (1982) point out the effect of the congruency of the elements of the organisation, and shows the effectiveness on the organisation. Additionally, it puts more pressure, on the role of strategy, because any organisation based on the strategy as well. Congruence model depends on the four classes of input: Environment: Environment as well as based on wider culture, within which the organisation operates, thats the backbone of the organisation. Environment is a part of financial institutions, supplies, markets. Its overall the system of the organisation, which is based on the external and internal environment of the organisation. Environment provides the strength and opportunities that the organisation has to compete with. Resources: Resources like as raw material, liquid capital, labour, technologies. History: History is very important for the organisation, because past strategic decisions and development of central part values and patterns of leadership can affect the present model of organisation. Strategy: This input gives the direction how the organisations resources can be used to be the advantage in relation to the opportunities, and demands of the environment. Successful organisations are those that are able to support themselves with the help of external environment and move themselves to take advantage of any environmental changes. Nadler and Tushman (1982) argue that strategy defines the task of the organisation. Strategy is effective to the organisations behavioural system. They recommend that the goals of strategy measure the organisations performance. Nadler and Tushman(1982) define the major components of the transformation process as: a- Task, can be viewed in terms of obstacle, predictability, interdependence a skill demands. b- Individuals, those are the members of the organisation and their reaction capabilities, intelligence, experience, training, skills, attitudes, expectations etc. c- Formal organisational performance that include all the mechanisms used by the organisation to direct, control behaviour or formation. d- Informal organisation, as well as informal group structures, the quality of inter-group relations, political processes, etc. Transformation process x Informal organisation Individual Task Formal organisation Organisation Group, Individual Environment Resources, History Inputs Outputs Strategy Feedback Figure: 2.5 Source: Hayes,J.(2007) The theory and Practice of Change Management 2nd ed, p-52,palgrave Macmillan. Like Kotter, Nadler and Tushman argue that any useful model of organisations must go beyond only providing a simple sketch of the tools of the organisation and consider the dynamic relationships that exist between the various tools. They define congruence as the degree to those the needs, goals, objectives and structures of any one tool of the organisation are reliable with the needs. Their general theory is that, other things equal, the greater the total degree of congruence between the different tools the more efficient will be the organisations behaviour. Figure summarises the congruence model and the bold double headed arrows specify the six fits between the components of the transformation process (the internal organisation) These are: (a) Individual Formal organisations for example to what extents are individual needs met by the formal organisational arrangements? (b) Individual Task for example, to what extent do individuals have the skills required to meet task demands and to what extent do the tasks satisfy individual needs? (c) Individual informal organisation for example, to what extent does the informal organisation satisfy the needs of individuals or make best use of their talents? (d) Task formal organisation for example, to what level are the formal organisational arrangements enough to meet the demands of the task? (e) Task informal organisation for example, to what point does the informal organisation make sure to task performance? (f) Formal informal organisation for example, to what level are the goals, rewards and structures of the informal organisation reliable with those of the formal organisation? Mostly tools that Nadler and Tushman desire to focus on are different to those that figure in kotters model. All models are overview of the real world, and the usefulness of the particular model, in the context of the change management. Schneider state in the book of john hayes, Internal and external alignment promotes organisational effectiveness because the various elements of the system strengthen rather than upset each other, thereby minimising the loss of system energy and resources. 2.4. Defining resistance Resistance to change is not rigorously related to organizations management and leadership. It is a problem embedded in the very nature of its organizational members. In any case, resistance to change is a significant factor that must be understood in the organizational context. Individuals can arrive at a psychological state where major change can no longer be absorbed. According to psychologists, change can trigger emotional experiences such as depression, mania, irritability, anger, disturbing or obsessive thoughts. According to Conner (1998) the main sources of individual resistance to change are: lack of trust, commitment to the status quo, belief that the change is not feasible, economic threats, relative high costs, loss of status and power, and threats to values and ideals. Tushman and OReilly (1997) state that despite the inevitability of change and its necessity for survival, it presents serious dilemmas to anyone serious about the notion of change. Change is disruptive to organizations .That is undeniable. Change is not helpful to an environment of stability; it precipitates more and more disruption wooing business leaders to a critical deadlock. One cannot have both stability and change; they are conflicting forces. Pascal,R et el (1997), state, findings from surveys confirm that executives have begun to give renewal a high priorityà ¢Ã¢â€š ¬Ã‚ ¦.however, most of their efforts to achieve it have met with frustration partly because large organizations have such a remarkable capacity to resist change of all kinds. 2.4.1. Sources of resistance in the implementation stage According to Klein and Sorra (1996) implementation of any change in the organization is the significant step between the decision to change and the regular use of it at the organization. In implementation stage more resistance groups can be found. The main resistance is with political and cultural locks to change. It consists of: Implementation climate and relation between change values and organizational values, considering that a strong implementation climate when the values relation is negative will result in resistance and opposition to change and forgetfulness of the social dimension of changes ( Schalk et al., 1998). Last but not least, a set of five sources of resistance with different characteristics are According to Rumelt (1995) leadership inaction, sometimes because leaders are afraid of uncertainty, sometimes for fear of changing the status quo ;embedded routines ;collective action problems, specially dealing with the difficulty to decide who is going to move first or how to deal with free-extruders ,ask of the necessary capabilities to implement change capabilities gap and ,cynicism. 2.4.2. Sources of resistance in the formulation stage of change To understand resistance in the process of change in any organization, we need to focuses on the very fast formulation stage of change. It includes: inability of the company to look into the future with clarity. According to Morrison and Milliken (2000) organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information. Denial or refusal to accept any information that is not expected or desired ( Rumelt, 1995). Low motivation for change, sources are: Direct costs of change, is the cost of change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice. According to Rumelt (1995) the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change. According to Lorenzo (2000) past failures, leave a pessimistic image for future changes. Waddell and Sohal (1998) identified different interests among employees and management, or lack of motivation of employees who value change results less than managers value them). 2.5. Kotter and Schlesingers Choosing Strategies Choosing Strategies for Change an article of Kotter and Schlesingers (1979) explain causes for resistance to change. Organizations frequently experience employees resistance when change is introduced. A lot of time fear and an unwillingness to take risks delay potential development, progress and success. Kotter and Schlesinger suggested four reasons employees resist change: parochial self-interest, misunderstanding and lack of trust, differing assessment and low tolerance for change. According to Bolognese (2002). close-minded self-interest describes employees that recognize personally loosing something of value .Lack of trust and misunderstanding are also causes of resistance to change (Kotter Schlesinger, 1979). Most of time employees are unable to understand the plan and believe they are giving more and receiving less. Another cause of resistance to change differing assessment is. This happens when members evaluate the circumstances differently from leaders and then determine costs exceed the potential positive outcomes from the change. Kotter and Schlesings last suggestion for member resistance is low tolerance for change. Members are afraid of their inability to acquire different skills and behaviors needed in the new setting, and this creates resistance in performing. 2.5.1. Kotter and Schlesingers Overcoming Resistance Kotter and Schlesinger (1979) branded the following six approaches which address how to handle resistant members: (a) Education and communication (b) Participation and involvement (c) Facilitation and support (d) negotiation and agreement (e) Manipulation and co-optation and (f) explicit and implicit. The first approach, education and communication, involves teaching members in advance of a potential change. It is the simplest way to overcoming resistance to change. Communicating a different perspective allows members to understand the need and reason for change (Bolognese, 2002). Kotter and Schlesinger (1979) suggested when educating members use face-to-face discussions, group presentations and reports. Participation and involvement includes placing potential resistors in the implementation process. About the leader in the organization Thalheimer (2005) suggested when resistance members become participants in the change, the leader should listen to the individuals involved in the change and apply their recommendations. When managers realize that they lack knowledge in specific areas to plan and implement a change or committed members are needed, involving others is good judgment. However, involving members in every change effort or never allowing participant involvement is unrealistic. However, often, this procedure prevents any resistance. Kotter Schlesinger (1979) suggested another approach to overcoming resistance is facilitation and support. Leaders should provide support for members when needed. Supportive procedures include offering new skills training, providing time off following stressful periods, listening and offering emotional support. Bolognese (2002) explain that when fear and anxiety is the root cause of resistance facilitation and support is very helpful. However, hard leaders often disregard this type of resistance. The facilitation and support approach is time consuming and requires to fiance training programs. This approach does not always prevent resistance. Next, the process of negotiation and agreement involves providing incentives to current and perceived resistance members (Kotter Schlesinger, 1979). Negotiation is suitable when, with certainty, an individual will suffer loss due to the change (Bolognese, 2002). Manipulation and co-optation are also strategies for overcoming resistance to change (Kotter and Schlesinger, 1979). This procedure involves leaders privately attempting to influence members. Manipulation, in this sense usually suggests choosing selective information for a specific use, and intentionally planning events (Robbins, 2003). Co-optation is a form of strategy. Co-optation is not participation because the leaders do not want suggestions from members. Instead leaders seek endorsement from members. It normally involves appointing an individual to an important position in the planning or execution of the change. Finally, explicit and implicit coercion deals with leaders intimidating resistant members. Often leaders must manage resistance coercion. Members are forced to comply with the change by direct and implied force, such as, losing a position, forfeiting a promotion or termination (Kotter Schlesinger, 1979). Similar to the manipulation approach, putting demands on members can become a dangerous process due to members developing resentment. However, when change is crucial and unpopular, coercion may be the only option available to leaders. 2.6. HR action to reduce resistance Human resource management strategies can play an important part to reduce resistance among the management and employees. According to Schein (1999) the organizations who will be successful in the future will be the ones that continuously adapt to change. And human resource is the department that deal with it. Schein (1999) added that forces for change in the competitive environment are diverse and increasing. Managing change should be viewed as a continuous activity and not a series of events. Organizations should assume organizational change will and should be continuous within its environment. According to the Harvard Business Review on Change (1998), despite the very best effort of senior executives, major change initiatives often fail. Those failures have common root: Executives and empl

Romeo And Julit Journal :: essays research papers

Act I Scene i   Ã‚  Ã‚  Ã‚  Ã‚  Today I wept and wept as I found out my one true love Rosaline does not love me back. The way I loved her. So today my coz tried to make me feel better. He did make me smile a few times but I still felt bad after knowing I am out of love. Act I Scene ii   Ã‚  Ã‚  Ã‚  Ã‚  As a new I still feel out of love after being kicked in my chin. I still feel sorrow and miserable. I still can’t believe I went to supper at the Capulet’s after being asked by that servant. I only went to go see Rosaline I knew she was going be there. Act I Scene IV   Ã‚  Ã‚  Ã‚  Ã‚  I couldn’t believe I let Mercutio talk me into going to that party at the Capulet’s. It was extremely dangerous going there. I have no idea on how Mercutio talked me into going but he has his way with words. Act I Scene V   Ã‚  Ã‚  Ã‚  Ã‚  I was nervous entering the Capulet’s house at first I thought we would have been caught. When I saw Juliet I knew she was the one I loved her so much she was so beautiful. I just wanted to not let her go. I know that she loves me and my empty spot with Rosaline is gone finished my chin has been healed with Juliet’s love. And my lips have been sealed with her lips. What a beautiful day. Act II Scene i   Ã‚  Ã‚  Ã‚  Ã‚  I couldn’t wait to see her I couldn’t take it so I went back that night to go see her. When I saw her again I new she was the one to marry. She is so much better then Rosaline in everyway beauty way of talking. Act II Scene ii   Ã‚  Ã‚  Ã‚  Ã‚  I do not know how I talked to her with those very nice words. I never talked to anyone before like that not even Rosaline. I believe its because the way she just grasps my heart. Like no other person in the world not even like my parents. Act II Scene iii   Ã‚  Ã‚  Ã‚  Ã‚  I can’t believe the friar said yes to marry Juliet and me. I can’t wait we will be so happy will go around the world together. Are families will stop fighting. We can connect our great accomplishments to something great. I can’t believe the friar told me quick love dies fast. Act II Scene iv   Ã‚  Ã‚  Ã‚  Ã‚  I felt so happy when the nurse told me when we were getting married.

How an Understaning of Sociology Provides Value to My Life :: Sociology Essays

First I would like to discuss the online encyclopedia â€Å"Wikipedia†. The value of knowledge that it offers is unlimited since the articles can be edited by anyone with their interpretation. As a result â€Å"Wikipedia† is a storage place of knowledge for anyone who wishes to contribute. I added this site to my favorites and now when I have questions about certain concepts I check the encyclopedia along with my other references. When I look up one word I end up searching through the encyclopedia for some time because of the many related links that â€Å"Wikapedia† provides that take you to so many interesting places. As of yet I have not found an article that I would like to contribute to but I am sure I will in the near future. Secondly I will take with me the principle of the power of public opinion. In class we discussed how individuals fail to realize the power that citizens collectively have over the government. The majority of the time we are persuaded to look at ourselves as individuals or small groups who have little power because we have to answer to our dictator (a.k.a boss). Masterminds such as Isama Bin Laden, Hitler and Bush for that matter realized this power of public opinion and used it to there advantage to persuade a whole nation of individuals to act in the way they wanted them to act. I will not use this knowledge for such practices but I will apply it to the workforce where I am a manager over older white women and men in the IT field who find it hard to accept duties from a 22 year old minority female. I am working on obtaining the majority public opinion that I am a great manager from not only my immediate peers but also those that are higher than and lower than me. Third the idea of â€Å"false consciousness† from Mannheim’s book â€Å"Ideology and Utopia.† We were discussing in class the different perspectives individuals have on the world based on their economic and social position in society. What really stuck out to me is the fact that people have a particular view of their own group’s best interest that is really in the best interest of the other group. This is called â€Å"false consciousness.† For example, the people who live in poverty think that the harder they work the higher up in society they will move, but in all actuality all they are doing is making the rich richer.

Patient Profile

Mrs Mary Martins is an eight four year old lady who was admitted to a local community hospital after falling at home while going to the toilet in the early hours of the morning. Mrs Martins had sustained a chipped bone in her left foot, had no plaster cast in situ and was non weight bearing. Mrs Martins lives alone in her own bungalow; her husband had died 4 years earlier. She has a son and daughter who both live in the south of England and a granddaughter who lives close by. The granddaughter pops in every week to help her with the shopping and various other tasks that may need doing. She also has a very good neighbour who she sees every day and who helps out whenever needed with tasks such as shopping. Mrs Martins has been retired for a number of years now and enjoys driving her car very much and socialising with friends. She also used to play golf and travel to the United States of America (USA) every year to visit family. Mrs Martins main concern was her ability to drive her car again. Mrs Martins has never smoked, but does like to have the odd alcoholic drink of a night time. She has no past medical conditions and no medication history, although the doctor has put her on 1g of paracetamol to be taken four times a day or as and when required to help with the pain. Before the fall Mrs Martins was a fit and active lady who lived a very independent life.