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Nevada State Senatorial Race Research Paper Example | Topics and Well Written Essays - 1000 words

Nevada State Senatorial Race - Research Paper Example The challenge for the Nevada State Senate depended on a solitary seat. The challeng...

Thursday, October 31, 2019

Asian history and culture as basis for understanding Asian economies Essay

Asian history and culture as basis for understanding Asian economies today - Essay Example The economic reforms marked a paradigm shift from the previous regime of state dominance based upon interventionist principles which had led to the problems of multidimensional inefficiencies and under-competitiveness of the produce, thereby leading to stagnation of economic growth, before directing it towards a severe macroeconomic imbalance and Foreign Exchange crisis. Given the protracted adverse effects of the development regime adopted in post-independence, the motivations for its espousal do require explorations. The answer lies in the history of the Indian economy as a British colony. During this period the British imperialists utilized the abundant resources and evolved the basic economic structure of India to the advantage of the British economy (Metcalf and Metcalf, 2006, p 125). The inefficient strategy modifications adopted thereon were essentially enforced by the modifications made to the Indian economy by the imperialist motivations of the colonizers that shattered its rural backbone (Bhagwati and Desai, 1970, p 75). This development was motivated by extraction and exploitation rather than generating a sound economic structure. It was this period that determined the course of the economy to be morphed in such a way that, at Independence, adopting a strategy of state interventionism was the only remaining choice. We shall aim to identify and explore key periods in India’s colonial history as definitive and significant to the cultural, political and economic developments which were, in essence, the determinants of Indian identity at independence, and the following political and cultural eventualities that have led to the present situation. We shall first explore the second half of the 19th century, before moving to the political and cultural changes resulting from the enforced structural changes in the economy during the years leading up to the Second World War and the nationalist movements in India, and finally to independence. The

Tuesday, October 29, 2019

HY 1110-08F-2, AMERICAN HISTORY I (HY1110-08F-2) Essay

HY 1110-08F-2, AMERICAN HISTORY I (HY1110-08F-2) - Essay Example Me, a single citizen of this nation, has a voice that will be heard. I am empowered with an authority that the government will listen to. In this day and age, it is a breather to know that the power resides in the people and that the people creates the government. There is a balance between what the people and the government can do. I know that my individual right is protected even from the government and from those in power. And I live with the assurance that a balance exists between the rights of the people and the power of the government to rule the people. As a student I can greatly relate to my right to speak freely or to meet as group. I bask in my liberty to share my mind without fear of being abdicated nor unjustly punished. Isn’t it great that each is given a chance to air grievance and directly participate in the political process? Not only am I entitled to vote, I can write and participate in political campaigns as well. This makes one think that those in authority are certainly interested in the voice of the masses. As a student, I am empowered and I feel important. As for my family, safety and security in our own home is another thing that we value most. A home will never be a home in the truest sense of the word if not for the safety it brings for every family member. The Bill of Rights afforded each family against unjust searches and protection within. Peace of mind for me and my family is indeed priceless. Lastly, in my view, the ratified amendments, beyond its legal implications, brings forth a grave impact in my life because it serves as an education for me. Education of what I am entitled to as a citizen of this nation and enlightens me to be vigilant in protecting and standing up for my rights, guarding it at all cost from any possible oppression. James Madison, being the â€Å"Father of The Bill of Rights† feels for every

Sunday, October 27, 2019

Definition Of Change Management As An Organizational Capability Management Essay

Definition Of Change Management As An Organizational Capability Management Essay Able and How, an international management consultancy firm, specialises in helping clients solve their communications, change and people issues. The project saw the light when the group was working on a growth strategy for Rio Tinto . It was then that the group made a recommendation that said that the massive organization needs to have a capability to manage change and adapt itself to the volatile business environments in order to grow by 100% in the next 3 years!!! Problem Definition The tinkering over the recommendations lead the group to question, whether they can create a definition of change management as an organizational capability? If yes, whether there are any reliable and credible ways of assessing and benchmarking the same? The long term goal of the group is to create a sort of ranking system that would rate organizations on their ability to manage change or adapt itself successfully to the changing environments. Search for the Solution It was the combination of challenge, vagueness of the idea and the knowledge of the expertise at Cass, which lead to Able and How coming to Cass and specifically to Veronica Hope Hailey to help with project. Literature Review: The rapid changes in the business ecosystem create pressure on organizations to implement change initiatives to meet the demands of the stakeholders. Of late, the frequency and magnitude of change has increased. If anything one was to look at as a indicator of this, it would be the Fortune 1000 list of companies. The list shows that between 1973 and 1983, 35% of the companies in the top 20 were new, and this has increased to 60% when we compare the figures for years between 1993 and 2003. This indicates that increasingly more businesses are dealing with / managing changes in their organizations to stay ahead. At this point, one pertinent question that comes to our mind is what is change management? Change management, as defined in the Business and Management dictionary, is the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organizations external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the structures, processes, people, and events of the organizations internal environment. As a proactive measure, an organization might undergo change in anticipation of say, unfavourable economic conditions in the future. (Bloomsbury Business Library Business Management Dictionary 2007) Change management is a well-known and respected means to deal with budget cuts, volatile requirements, and other non stationary core reasons for project failures. The definition of change management includes at least four basic aspects: (1) the task of managing change, (2) an area of professional practice, (3) a body of knowledge, and (4) a control mechanism. Change can either be programmatic and planned or can be emergent, driven by unforeseen external events (Carl and et al, 2010). Boomer suggests that both academics and practitioners see change management capability as a strategic advantage and view change as a control mechanism, which typically results from standards, policies and processes. He goes further to define that as a body of knowledge, change management consists of methods, tools and techniques (Boomer 2008) to successfully manage the transition from one state to another. A lot of research work has taken place in this area, especially in the academic world. If one were to search for change management, in the past 20 years, in the business source complete, one could find that there are 2515 results in the category of academic journals out of a total of 4309. Moreover, the importance of the industry can be highlighted by the presence of the number of consulting firms with sophisticated tools and techniques to help clients manage change. However, even recent studies show that approximately 70% of all planned organizational change initiatives fail (Eaton, 2010). This leaves us wondering why The study done by Beer and Eisenstat in 2000, does talk about the top 6 silent killers of a change initaitive. They are Top-down or laissez-faire senior management style Unclear strategy and conflicting priorities An ineffective senior management team Poor vertical communication Poor coordination across functions, businesses or borders Inadequate down-the-line leadership skills and development (Beer and Eisenstat, 2000). A lot has been talked about in the academic literature and in practioners world of the prescriptive way to overcome these issues, however, not much has been done to identify the causal effect of these and the failures of change initiatives thereafter. As identified by Pellettiere, one of the main causes for these failures is the lack of a thorough diagnostic investigation in an organizations readiness and risk for a planned change. By a thorough diagnostic investigation, he intends to include both an external as well as an internal analysis using some form of an assessment to determine the need to change as well as an organizations readiness and risk involved in a planned change. He did identify that organizations have a tendency not to conduct a thorough internal analysis but rather have a propensity to initiate quick-fix solutions, sometimes ignoring the context, when implementing a change initiative (Pellettiere, 2006). As such, there have been numerous efforts to develop a scale to assess an enterprises managerial or organizational capabilities to change. Before we go an talk about a metric, let us try to define an organizations capacity for change. Organizations Capacity to Change When an organization undergoes a change, new organizational solutions have to be decided upon; product programs must be modified; positions must be reallocated; routines and policies must be revised; employees training programs need to be planned and implemented; and so on (Meyer Stensaker 2006). This requires a lot of effort. As such, as highlighted by Meyer and Stensaker (2006), organizations that have a capacity for creating multiple change processes in order to create sustainable change must not only have the ability (resources and capabilities) to change the organization successfully, they must also have capability to maintain daily operations and implement subsequent change processes. They defined change capacity as the allocation and development of change and operational capabilities that sustains long term performance (Meyer Stensaker 2006). An organizations capability in managing change should ensure that change should happen without destroying the well-functioning aspects in an organization or adversely affecting subsequent changes. This requires both capabilities to change in the short and long term as well as capabilities to maintain daily operations (Meyer Stensaker 2006). Gtaetz and Smith define it as a firms ability in initiating, managing and implementing critical changes in organizational structures and development processes (Graetz and Smith, 2005; Self et al., 2007). These refer to a firms ability to launch and implement large scale changes to develop organisational capabilities for rapid adaptation, flexibility and innovation (Graetz and Smith, 2005; Yanni Yan, Ding Mak 2009). This definition of change capability does give us an impression that the capability is a static advantage. It can be set in place by having the right processes and structures. If it is so prescriptive then why does it happen that there are organizations that are better off at changing because of some unknown factors. The answer to this was found in the extension of the RBV and the intersection of the same with change management capability. Savory (2006) attempted at extending the RBV concept and distinguished the terms resource, competence and capability. He defined resources as factors that are owned and controlled by the organization or available through alliances and other external relationships whereas competence is the ability to use the resources to an acceptable level of performance towards a desirable purpose. Further, he defined capabilities as the ability to operate a specific configuration of an organizations set of resources and dynamic capabilities as the ability to reconfigure both the use and coordination of a specific configuration and the development of new configurations of resources, according to changes in the organizations environment and strategic direction (Butler, 2009). Dynamic Capability We know the key ingredients of a successful planned change comprise of leadership, visioning, teamwork and communication, but in dynamic environments on the other hand, change can hardly be planned ex ante in a detailed and distinct manner. The most severe disadvantages of planned change can be seen by large losses in the short-term, a high probability of a relapse, issues coming up as an result of limited foresight, unadjusted takeover of best practice from a different context, ignorance of key contingencies, a possible implementation lag that makes change already outdated before completion and a lack of suitability for large-scale change matters (Weick, 2000; Burnes, 2004). One especially severe drawback for hypercompetitive environments is that planned change represses innovative behaviour and, thus, rejects the important innovators, innovations and adaptive processes for this context (Weick, 2000; Biedenbach SÃ ¶derholm 2008). These drawbacks have encouraged us to think of the proactive, emergent change. Such an approach supports experimentation, is sensitive to local contingencies, open to shortened and tightened feedback loops from results to action, is comprehensible and managable. However, also within emergent change there are some drawbacks such as due to its incremental nature the speed of change which is slow, outcomes might be too small and, thus, more appropriate for exploiting opportunities than countering threats. Weick (2000) suggests that such an emergent change, in general, is most suited for operational level change than a major strategic change, which however can be built up incrementally through smaller emerging changes. Moreover it is because of the diffuse and less focused character of emergent change that it is less likely to deliver a transformational shift (Weick, 2000; Biedenbach SÃ ¶derholm 2008). When we talk about organizational change capacity, it cannot be an activity performed in order to improve operations or products once the change has been implemented. Instead, it is an inherent and continuous ingredient of the firms activities that need to be incorporated as a capacity of regular operations. Organizational change is thus upgraded from being a one-off and unique activity, to a strategic capability of the successful companies in hypercompetitive or turbulent environments (Nadler and Tushman, 1999; Meyer and Stensaker, 2006; Biedenbach SÃ ¶derholm 2008). Flexibility and creativity, as per rhe Mckinsey Quarterly (april 2009), are very important for a successful organizational change. These all lead us to think that there exists some kind of dynamic capabilities in an organization that would enable it to proactively change to the external environment. Teece et al. (1997) define dynamic capabilities as firms ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. In other words, independent of the line of business, technology applied or markets served, dynamic capabilities point to the ability to constantly change in order to respond to environmental changes, to overtake competitors and to maintain competitive advantages (Biedenbach SÃ ¶derholm 2008). The dynamic capability is an extension of the static resource based view, which fails to explain firms competitive advantage in changing environments (e.g., Priem Butler, 2001). As a result, Teece and colleagues proposed the dynamic capabilities framework to fill that gap. Teece et al. (1997). It seems that the concept dynamic capabilities was the one most suited for developing a theory on organizational capacity to change because of the focus of the theory on the organizational processes that enable growth and adaptation in changing environments (Eisenhardt and Martin, 2000; Teece et al., 1997). Moreover, such capabilities are grounded in organizational learning and managerial capabilities, the former, because organizational learning both leads to dynamic capabilities and is a dynamic capability (Zollo and Winter, 2002) and the latter as managers play crucial roles in developing organizational capabilities (Teece et al., 1997). The dynamic capabilities have actually taken up a strategic stage and subjugated the operational capabilities as zerolevel capabilities, being the how we earn a living now capabilities (Winter, 2003; Dixon, Meyer Day, 2010). Organization Capability for Change When we talk of a construct that would enable us to measure an organizations capacity to proactively change, one is lured to think of 3 antecedents, viz. organizational ambidexterity, environmental uncertainty and relative performance. Ambidexterity, which means doing 2 things at the same time, when extended to an organizational context, refers to the ability of organizations to achieve alignment in their current operations while also adapting effectively to changing environmental demands (Gibson and Birkinshaw, 2004). As conceptualized by Ghoshal and Bartlett (1994) ambidexterity builds on the 4 interdependent attributes, which are discipline, stretch, support, and trust. Discipline encourages individuals to voluntarily strive to meet all expectations generated by their explicit or implicit commitments. Stretch tempts members to voluntarily strive for more, rather than less, ambitious objectives. Support refers to the collective action of members to lend assistance and countenance to others. Finally, trust induces members to rely on the commitments of each other (Gibson and Birkinshaw, 2004). They argued that an organization needs to foster discipline and stretch to encourage individuals to push for ambitious goals, but it also needs support and trust to ensure that this happens within a cooperative environment. In terms of the yin and yang of continuous self-renewal (Ghoshal Bartlett, 1997): a balance between a pair of hard elements (discipline and stretch) and a pair of soft elements (support and trust) (Gibson and Birkinshaw, 2004). To understand the meaning of environmental uncertainty, another antecedent to the change capability, we need take each word at a time. Uncertainty, which is defined as an individuals perceived inability to predict something accurately because he/she perceives himself/herself to be lacking sufficient information to predict accurately or because he/she feels unable to discriminate between relevant data and irrelevant data (Gifford, Bobbitt, Slocum, 1979). The word environmental when attached to the term uncertainty, suggests that the source of the uncertainty is the organizations external environment. This uncertainty stems from the components of the environment (e,g, suppliers, competitors, government, distributors, consumers, etc) in which a company operates. Milliken (1987) said that the decision makers need to not only understand the particular source of environmental uncertainty, but also understand the type of environmental uncertainty. While specifying the source of uncertainty he refers to the domain of the environment which the decision maker is uncertain about (eg. competitors or suppliers). The type of uncertainty focuses on delineating the nature of the uncertainty being experienced. This could of 3 types, State uncertainty, Effect Uncertainty and Response uncertainty. State uncertainty refers to the inability in understanding how components of the environment might be changing. Effect uncertainty is defined as an inability to predict the nature of the impact of a future state of the environment on the organization. Response uncertaintys definition acknowledges the lack of knowledge of response options and/or the inability to predict the likely consequences of a response choice (Milliken, 1987). One of the reasons to construct a scale to measure an organizations capacity to change is to help the firm gain a competitive edge. This would mean superior performance. A firms performance depends on its strategy, but as per Bourgeois, (1980) the lack of consensus on means is more troublesome than disagreement on ends (final strategy). Also, a firms performance is affected by its organizational structures (centralised or decentralised), adaptive entities and decision problems (decomposable or non -decomposable) (Siggelkow and Levinthal, 2003). Based on the aforementioned 3 concepts, a new dynamic capability called organizational capacity for change (hereinafter referred to as OCC) was developed by Judge and Elenkov (2005). They conceptualize OCC as a dynamic organizational capability that allows the enterprise to adapt old capabilities to new threats and opportunities, as well as create new capabilities. More specifically, it is defined as the dynamic resource bundle comprised of effective human capital at varying levels of a business unit, with cultural predispositions toward innovation and accountability, and organizational systems that facilitate organizational change and transformation (Judge et al., 2009). OCC is defined as a meta-capability that enables an enterprise to regain or remain competitive with other enterprises through effective leadership, adaptive cultures, resilient employees, and an organizational infrastructure conducive to change. As suggested, it is different from Cohen and Leventhals (1990) absorptive capacity. Absorptive capacity focuses exclusively on organizational routines and processes while OCC focuses not only on the organizational routines and processes but also takes into account leadership talent and employee attitudes (Zahra and George 2002; Judge et al., 2009). Another construct that comes close to the OCC is the organizational readiness for change (Armenakis, Harris and Mossholder 1993),as both constructs deal with the organizations receptivity to change and organizational resilience. However, organizational readiness for change is focused exclusively on employee attitudes toward change, while OCC examines employee attitudes, leadership capabilities, and organizational infrastructure for bringing about change. In essence, OCC presents a comprehensive and as such, OCC is a bigger and more encompassing concept than absorptive capacity or organizational readiness for change (Judge et al., 2009). Having defined the Organization Capacity for Change, lets see how this has been developed as a construct in the organizational sciences that can be used by executives to prepare for and enhance their organizational change process, or for scholars to study the organizational change process. Building Blocks of the OCC Construct The construct was developed by an inductive process of assessing the works of several academics and practitioners in the area of organizational change over a period of 20 years. The construct has defined eight distinct but inter-related dimensions relating to the issues of human capabilities, formal organizational systems/processes and informal organizational culture (Judge and Douglas, 2009)*. [An earlier version of this paper was accepted for the 2006 Academy of Management Best Paper Proceedings for the Organization Development and Change Division.] [Insert the pic here] Sl. No. Dimension of OCC What does it mean? Referred Work 1 Trustworthy leadership Ability of senior executives to earn the trust of the rest of the organization and to show organizational members the way to meet its collective goals (Barney and Hansen, 1994) 2 Trusting followers Ability of the non-executive employees to constructively dissent with and/or willingly follow a new path advocated by its senior executives (Kelley, 1992) 3 Capable champions An ability of an organization to attract, retain, and empower change leaders to evolve and emerge (Kanter, 1983) 4 Involved mid-management The ability of middle managers to effectively link senior executives with the rest of the organization (Floyd and Wooldridge, 1996) 5 Innovative culture The ability of the organization to establish norms of innovation and encourage innovative activity (Kotter and Heskett, 1992) 6 Accountable culture Ability of the organization to carefully steward resources and successfully meet pre-determined deadlines (Ulrich et al., 1999) 7 Effective communication The ability of the organization to communicate vertically, horizontally, and with customers (Oshry, 1996) 8 Systems thinking The ability of the organization to focus on root causes and recognize the interdependencies within and outside the organizational boundaries (Kilmann, 1991) Not only have Judge and Douglas (2009) designed the construct, interestingly they have found significantly positive relationship between OCC and financial performance of companies. This co-relation lends support to the contention that OCC is a strategically important organizational capability, and that it may be a source of competitive advantage. This capability assumes all the more importance when the perceived environment uncertainty is high (Judge and Douglas, 2009). Judge and Douglas (2009) have attempted to make OCC construct as robust and relevant as possible by refining it while surveying 3,725 employees within 161 organizational units in a wide variety of industries during the period of 1999-2005. While they do intend to help leaders in one of the most difficult aspects of leading organizational change initiatives, which is the ability to diagnose and develop the organizations capacity for change (Bossidy and Charan, 2002), their study is not void of shortcomings. Neither does it take into account the size of the change nor does it measure the effects of the specific nature of the environment changes. The study is not free of regional bias, as all the findings are validated in a North American context. Moreover the construct has references to studies that are out-dated, the oldest one done in 1983. A lot of research has been taken place in each of the dimensions in the recent years. It will be worth exploring / expanding the ideas of the construct in the light of latest works. New findings Trustworthy Leadership: The construct talks about trustworthy leadership, but it will be worth understanding what attributes make leadership trustworthy. Ingenhoff and Sommer (2010) identified the 4 different dimensions that influence the degree of overall of trust, namely ability, integrity, benevolence, and information quality. They also identified trust as being significantly important for a companys ongoing success, as it strengthens the long-term relationship between stakeholders and the company (Ingenhoff and Sommer, 2010). Trust, which is correlated with greater information sharing, has been identified to reduce transaction costs. It is unique as a governance mechanism and also creates value in the exchange relationship (Dyer and Chu, 2003). Croonen, 2010, through his studies strengthened the findings of Brockner and Siegel, 1996; Krishnan et al. 2006; Mishra and Spreitzer, 1998 who have considered fairness as an important element of trust and says that it should be shown more often. Trusting followers: When subordinates trust their managers, they are willing to provide benefits in the form of extra effort toward job performance and OCB and should have more favourable attitudes toward the exchange relationship and be more willing to maintain it (Dirks Ferrin, 2002; Konovsky Pugh, 1994; Mayer Gavin, 2005). Every leaders top priority should be to establish trusting relationships in order to drive productive working environments, as a study by the Institute for Organizational Performance has revealed that trust alone predicts 46% of the difference between low and high performers (Mercurio, 2005). For this, it is not only sufficient for senior managers to be able to demonstrate that they are trustworthy, but also they have to trust their subordinates. Such trust-building practices involve exchange of information and the empowerment of employees (Cummings, 1983; Deluga, 1994; Folger Konovsky, 1989; Whitener, 1997). This does puts the manager in a more vulnerable position and organizations should help managers learn to use these procedures wisely (Brower et.al, 2009). It has been identified that effective followers play significant roles in fostering leadership and organizational effectiveness. Trusting followers leads to very effective employees, but requires the leaders put forth leadership over their specific area of work and requires honest upward communication. Such followers need to be dependent, loyal and co-operative (Agho, 2009). Capable Champions When we talk of capable champions, what skills and abilities are we referring to? In his book, The Change of Champions Field guide: Strategies and Tools for Leading Change in the New Era, Ulrich says that the winners in turbulent times will be the ones who are good at understanding the environmental and technological contingencies and leveraging them to the advantage of the organizational performance and excellence. It has been found that good change managers are very good at envisioning. They can see the future they want to create, the short and long-term wins they want to achieve. They are completely aware of the dynamics involved in developing adaptability, team-learning and responsiveness within the organization to achieve the desired win (Khan, 2006). We all know that change in an organization takes in 3 phases and each phase requires specialized skills. The table below gives a summary of same and has been adapted from the study done by Warrick, 2009 and the book Exploring Strategic Change by Veronica Hope Hailey and Julia Balogun (2008). [Refer to book by Veronica .. ] Stage of Change Role played by the Change Champion Skills Needed Mobilise Initiating Developing a change mindset Providing visionary leadership Involving key stakeholders and building commitment Well informed and cognizant of the issues and opportunities and knows how to get things done Move Facilitating Working with teams Working with people Networking and getting the right people together Sustain Implementing Planning and managing the change process Making things happen Motivating people Developing feedback mechanism to evaluate and monitor progress Persevering until the change succeeds (Warrick, 2009) For a successful change, change champions are required to create a creative culture, manage diversity, empower employees, maintaining organizational integrity, establish a just and fair reward system, create an environment of trust and inclusion that will really empower leaders and proponents of change to deal with any change process. Some additional skills are the use of appreciative enquiry, intuition and creativity (Khan, 2006; Warrick 2009). Involved Mid Management When we talk about line managers, researchers say that they can be of 2 types, the realists and the humanists. Realists are goal orientated and focus on getting things done, which includes things like developing a plan and a budget for the work and ensuring that the deadlines will be hit. On the other hand humanists, as the name suggests, focus on the people aspects-for example, making sure everybody understands and is committed to the plan, and figuring out how to handle any resistance to the plan (Axelrod, 2007). Axelrod (2007) further suggests that to get things done in an organization, one needs to bring together both the perspectives in his / her thought process and make it an all encompassing approach by moving beyond the usual suspects to include people who care about or stand to be affected by the initiative, people with relevant knowledge and expertise, and people whose authority is touched by the work. All change efforts need some element of fresh thinking and ways to overcome resistance. It has been found that innovative solutions can be obtained by including people with diverse points of view. Also, by bringing resisters, detractors, and other troublemakers onboard, one can reduce the resistance as it reduces the chance of stirring up trouble and distrust from the outside and might even convert the detractor to an instrumental team member (Axelrod, 2007). Axelrod has suggested some steps, for an involved middle management in a change effort. They are Keep the vision for the project front and center. Remind people whats going to be different as a result of your collective efforts. Give them regular progress reports about whats been achieved so far. Listen and value to the subordinates inputs. Communicate and celebrate the closure is very important too. (Axelrod, 2007). Innovative Culture Change is intended, amongst other reasons, to foster innovation and as suggested by Judge et.al. (2009), it also is one of the pillars that supports and organizations capacity to change. How do we foster innovation in an organization? The answer lay in leaders ability in fostering and developing innovation among their followers by having a vision and mission that encourage ideas from their workforce and actively seeks input from all departments and across all levels. It means giving followers the freedom to make decisions. This act enables employees to try out new ideas in a conducive environment and challenge themselves with a new way of thinking. With the ability to add to the work process, employees will begin interacting in a way that supports innovative ideas and influences the future of the business. It has been prescribed that with proper leadership training, accountability, and daily communication about leaderships responsibilities to foster creativity and trust, mid-level managers can rise to the standards necessary to inspire innovation and grow the next generation of innovative leaders (Agin and Gibson, 2010). When we talk about a culture, what would attributes would define an innovative culture? Daniels, 2010, discovered that innovative workplaces share six cultural characteristics. They are Dimension Meaning Context rich Information feed innovation. It would lead to a culture which ensures free-flowing communication so that innovators can draw on a rich background and perspective. Customer close Key to innovation lies at

Friday, October 25, 2019

The Atkins Diet: Low-Carb Mania :: Health Nutrition Diet Exercise Essays

The Atkins Diet: Low-Carb Mania   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dr. Robert Atkins ignited the dieting world when he introduced the word â€Å"low carb mania,† which is now known as the Atkins diet. The diet claims that you can lose weight on a high fat, high protein diet. The program works on four main principles which are to limit the amount of consumption of simple carbohydrates, increase the intake of protein, to exercise on a daily basis, and to maintain proper food consumption. The new diet revolution has stirred up a controversial debate on whether the higher fat, lower carb diet is healthy in the long run for diet consumers. Some people say that it is not a healthy diet and that it includes too much fat, while others say it is the only weight loss diet that has finally helped them to take off a significant amount of weight.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The diet became an instant craze since it has been proven that many Americans eat excessive amounts of simple carbohydrates such as rice, alcohol, sugar, white flour, and sugar. As a result of the surge in obesity and high calorie intakes, the Atkins diet aims to eliminate the simple carbohydrate consumption by replacing it with high fat, high animal protein foods such as bacon, sausage, butter, steak, eggs, and brie. These rich foods are allowed as part of the diet since it claims that you will lose weight fast while just following the routine. Although the diet may cause one to lose weight, critics have found the diet to have considerable drawbacks. The Atkins diet restriction on carbohydrates is not very healthy since complex carbohydrates such as fruits, vegetables, and whole grains are found to contain essential nutrients and rich in fiber. Fiber is known to slow the absorption of food, which prevents blood glucose to rise and reduce insulin surges, therefore decreasing desire to eat. Critics have found that simple carbohydrates should be substituted for complex carbohydrates instead of eliminating carbohydrates from the diet completely. Complex carbohydrates and whole foods are rich in photochemical, bioflavonoid, carotenoids, and other substances that may reduce the risk of many chronic diseases.

Thursday, October 24, 2019

Importance of Time in Chinese Culture Essay

The importance of time is always dependent on the different perspectives of people’s origin, particularly culture. â€Å"Time is one of the most important bases by which culture rests and all other activities revolve† (Riggs et al 31). Different cultures handle time differently. In the past, time was measured in daylight, darkness, or in seasons; however, nowadays, time has become more important and more complicated. Yet, no matter how complicated it has become, it always boils down to the influence of culture, just like China, one of the countries with a very rich culture. The impact of modernization in China on the changes of Chinese’ behavior is significant. However, these changes in their behavior have had a more significant impact on their values. Indeed, Chinese seem to have never given up one of their most important cultural characteristics, Guanxi, which up until now, remains as an important Chinese business element. In the advent of globalization, Chinese has kept and reinforced this unique characteristic even in the most important socio-cultural changes. Yes, China has indeed undergone substantial cultural changes; nonetheless, with regards to the thinking and dealing process, modern China remains rooted to its traditional Yin Yang approach, and this is reflected on their shrewd use of time to keep their relationship intact. Because Chinese people value relationship more than anything else, as they believe that this could lead them to success, it is logical to expect that the Chinese society concentrates on fluid/multi-focus time value. Chinese people are both famous and infamous in different negotiations for their wise use of time as their bargaining tool. Chinese are known to have adept ability to run down the clock because they prioritize their relationships with their associates or business partners first. This way, they know that the value of relationship or guanxi continues. Moreover, Chinese can afford or stand to play the waiting game, provided that there is always someone left to invest and spend for them. Cultures around the world have developed their own way of responding to time. The dimension for time orientation is based on two aspects; the relative significance the culture gives to its past, present, and future, and its way of approaching the time. China has indeed embraced globalization since the last three decades. Despite this, its stronghold to its culture is still very evident. This is because China is considered as a past-oriented culture country. Countries that fall under this category have a culture that is largely leaned towards the past; they see their future as a repetition of their past experiences. Moreover, they have high respect and regard for their collective historical experiences and their ancestors. As per David Thomas’ description of the country, China embraces its tradition and culture of ancestor worship and has strong pride of its customary and cultural persistence for over thousands of years (73). The Chinese society holds the perspective that their past is their guide on how to live their lives in the present. According to an old Chinese proverb, â€Å"Consider the past and you will know the present† (Quotations). Work Cited Riggs, James, et al. Industrial Organization and Management. Manila, Philippines: McGraw-Hill, Inc. , 1980. Lo, Vincent. Chinese Business Culture: Guanxi, An Important Chinese Business Element. 17 March 2005. 01 May 2009 Thomas, David. Cross-Cultural Management: Essential Concepts Second Ed. California: Sage Publications. 2008. Quotations. 14 February 2008. 01 May 2009.

Wednesday, October 23, 2019

Irony in Macbeth Essay

Dramatic Irony is the result of information being shared with the audience but withheld from one or more of the characters. Example: In Act 1 Scene 4, line 50 , the witches hail Macbeth, â€Å"thane of Cawdor! † Dramatic irony: At this point, Macbeth is unaware that the king has conferred this honor upon him because of his valor in battle, so he attributes his fortune to the witches’ prophecy. However, the audience knows Duncan made the pronouncement in Act 1, Scene 3. Purpose: This dramatic irony is to show Macbeth’s belief that the witches speak the truth and are responsible for his success. This belief can, and does, influence his future actions. Example: In Act 1, Scene 6, line 1, Duncan says, â€Å"This castle hath a pleasant seat† Dramatic irony: When Duncan reaches the castle, he feels secure and welcome at the home of his loyal kinsmen. However, the audience is aware that he may be murdered that very night. It is also ironic that he calls the castle â€Å"a pleasant seat†, when it’s the place where he is eventually killed. Purpose: This irony is to contribute to suspense. Since the audience knows more than the character, the audience is positioned to wait for the character to gain awareness. Irony in Macbeth In Shakespeare’s Macbeth there was a lot of irony, and Shakespeare intended the irony of the play to build and maintain suspense, while creating a vague sense of fear. For example, the irony in the play started out early, with the witches’ prophecies to Macbeth and Banquo. The prophecies to Macbeth were all ironic paradoxes. In Act I, Scene iii, the witches told Macbeth, â€Å"All hail, Macbeth! that shalt be king hereafter. † This prophecy was ironic because even though it was true, it did not turn out how Macbeth expected it to. Macbeth probably thought that being the king would be great. He would be rich, everyone would respect him, he’d have all the power in Scotland, and he thought that that would make him happy. Of course, since the witches’ prophecies were cleverly designed to manipulate his weak mind, Macbeth murdered Duncan to satisfy his ambition. In Act III, Scene ii, Lady Macbeth and Macbeth were discussing their feelings about being king and queen of Scotland after the murder. Said Lady Macbeth, â€Å"Nought’s had, all’s spent. Where our desire is got without content: ’Tis safer to be that which e destroy than, by destruction, dwell in doubtful joy. † In Act III, Scene i Macbeth said of the witches and the murder, â€Å"For them the gracious Duncan have I murdered; put rancours in the vessel of my peace only for them; and mine eternal jewel given to the common enemy of man. † In those sentences, we can see the irony in the witches’ prophecies. The implied meaning of the witches’ prophecies was that Macbeth would be king. Macbeth took this to mean that he would be a happy king, and so dreams of him on the throne appeared. He thought that becoming king would be easy, he just had to get Duncan out of the way. Everything turned out as Macbeth had imagined, except that he was not happy as the king. The guilt from Duncan’s murder, not to mention that of Banquo’s, made being the king a horrible experience for Macbeth, all because of the witches. This irony would make the audience mistrust the witches in the back of their minds, and therefore also put a vague fear over the whole play, because of the realisation of the witches’ relentless sinister determination to disrupt peace and order in Scotland. Another excellent example of irony in the play starts in Act II, Scene ii, shortly after the murder of Duncan. Macbeth had just committed the malicious act to satisfy his unchecked ambition, and he was quite shocked. In his words, â€Å"Will all great Neptune’s ocean wash this blood clean from my hand? † The emotional effects of the murder hadn’t quite gotten through to Lady Macbeth yet, and so she nonchalantly replied, â€Å"A little water clears us of this deed. † Eventually though, Lady Macbeth’s conscience affected her mind adversely, giving her a deep emotional disturbance. In Act V, Scene i, Lady Macbeth had a fear of the dark and she had started sleep walking and talking to herself. As she was wandering the castle one night, she was obsessed with trying to wash the blood that she still felt and smelt from her hands, a huge change from Act II, Scene ii. She said, â€Å"Out, damned stop! out I say! † and continued with, â€Å"What, will these hands ne’er be clean? † This is definitely very ironic, since early in the play Lady Macbeth dismissed Macbeth’s concerns with little thought, and one would expect her not to ever think of them again. As we can see in the play though, what was once a trifle to Lady Macbeth soon became a major issue when the realisation of what she had done in Duncan’s murder finally set in. As far as the audience is concerned, they would probably be shocked after the murder of Duncan, and find Lady Macbeth’s responses to Macbeth’s hysteria discomforting, thinking that Lady Macbeth must be a very evil person indeed. Later on though, when Lady Macbeth broke down mentally, the audience would feel a bit more of a vague sense of fear when they were reminded by Lady Macbeth of how terrible Duncan’s murder really was. She was very composed at first, but soon she realised that she had done something horrendous and because of that realisation she died soon afterward. Another prime example of the play’s irony can be found in Act I, Scene vii, shortly before Duncan’s murder. The irony in this scene is called dramatic irony, meaning that the audience is aware of what is about to happen but the actors are not. For example, before this scene the audience has heard Macbeth’s soliloquies about murdering the king, and has been exposed to the mood-setting opening scenes. By now the audience would probably be on the edge of their seats, waiting for Macbeth to slip a dagger out of his pocket and run towards Duncan. To the part of the audience that would be expecting this, the next scene would be much different than they would have imagined. Act I, Scene vii is set outside of Macbeth’s castle, in broad daylight (unlike most of the scenes in the play). When Duncan arrives, he comments, â€Å"This castle hath a pleasant seat; the air nimbly and sweetly recommends itself unto our gentle senses. Banquo is quick to agree, and he comments on the nice birds in the sky. Lady Macbeth, on the other hand, has taken to graciously welcoming the guests. The scene ends with Duncan taking Lady Macbeth’s hand, and allowing her to lead him into the castle of death to his murderer. This scene is a prime example of irony because its real meaning is much different that it appears. Looking at the scene alone, one would conclude that Duncan and the Macbeths are good friends, and this is just another pleasant visit. In its context though, this scene is the beginning of Macbeth’s murder spree, and so the sunlight, birds, and nice weather make the scene all the more ironic. Apart from giving the audience a sense of brooding violence and veiled threats, this scene would also built a lot of suspense. When people saw Duncan walk into the palace, many would (rightly) suspect that he was walking obliviously to his doom. In short, this scene’s dramatic irony was a key factor in moulding the play’s suspense. Another excellent example of irony occurs in Act IV, Scene ii shortly before the Macduffs are murdered. In the scene Lady Macduff was angry at her husband for fleeing to England, leaving her defenceless. Her son is talking to her, telling her how he’ll live without his father. He says that he’ll live like birds do, meaning living with what they get. The implied meaning in the beginning of this scene is that Lady Macbeth’s son will do just what he said he would, he’ll live with what he’ll get, and keep on living. His words are a paradox though, since the literal meaning of his words is much different than the implied meaning. Once he finishes his speech, some of Macbeth’s hit men run in and stab him. The literal meaning of what he said, that he’d live â€Å"with what [he’d] get† is so much different than his implied meaning because he definitely got what he got, but he definitely didn’t keep on living. The irony of this would reinforce what Macbeth was saying at the time, that life is pointless, and would help to add to the malicious atmosphere of the play by making the audience feel as if what they did in life didn’t really matter. In conclusion, Macbeth is full of irony. The irony in Macbeth is there to add to the suspense and the malicious mood of the play. Without the irony in Macbeth, the play would have been much different. For example, if Duncan’s visit to the castle took place at night, in the middle of a thunderstorm, with the Macbeths being hostile to him and the witches egging Macbeth on, the play would have lacked a good deal of suspense, and the audience might begin to get bored of the play, since it would not change much and it would be easy to predict what would happen. If the witches hadn’t made their paradoxical prophecies to Macbeth, the play would be missing a lot of irony and the audience wouldn’t get much fear from watching the play, since they would just reason that Macbeth was insane to begin with. In short, the play, Macbethwouldn’t have been such an interesting, suspenseful, or terrifying play without irony. Clearly, Shakespeare intended the irony of the play to build and maintain suspense, while creating a vague sense of fear.