Life Journey in Journey to the West, Life of a Sensuous...

In society today there are several moving parts, almost like gears in a clock, pepole constantly move. Going day in and day out of thier ordinary routiene. Its as if they have lost the purpose of their exsistance. So caught up in tabloids and money people seem to forget the search for love, self acceptance, and spirituality. These concepts are tied into novels written decades ago and were once the main topic of a persons life. Whether a person was looking for spiritual guidence or self accepence, they could find the answer in lititure. In Journey to the West, the Handsome Monkey King was lost and wanted to find enlightenment. He lived in a perfectly harmonious world of immortality, but found that something was missing. He felt as if he had no purpose, so he left his ideal life to go find his meaning. On his journey, he came across several disputes and found that he was not as clever as he thought to be. The Monkey King came across several dicipals and battled his way to find the mean ing of true enlightenment. When he finally found his way to enlightenment, he felt as if he achieved his purpose but never returned home. The Monkey King continued to travel around the world with his friend and continued adventuring off to different islands and facing different problems; that was his true propose. Life for him was not meant to be perfect nor easy. At one, point in the book the monkey king states ________________ (pg__) In life of a sensous woman, two young boys walk in on a

As the Eve of Revolution Neared, to What Extent Had the...

The span of years from 1750 to 1776 were some of the most important years in American history. Up until the eve of the revolution, the British were still very involved in American lifestyle and there was no unity among the colonies. However, as the eve of revolution neared and harsh acts, salutary neglect, and lack of representation was implied on the colonies by their mother country England, America built a great sense of unity and a sense of identity as a country. The American colonies were very troubled by England before unifying and battling for their freedom. Examples of this were the many acts enforced upon the colonists. The Stamp act, introduced by British prime minister George Grenville in 1765, was established as a means of†¦show more content†¦This meeting shows cooperation throughout the colonies. When Benjamin Franklins Plan of Union(Doc A.) was refused by colonial legislatures, it showed that Americans could support and represent themselves and did not need re presentation in British parliament. An example of this is shown in Edmund Burkes Notes for Speech in Parliament which said Govern America as you govern and English town which happens not to be represented in Parliament? They did not feel that they should be governed by a power that did not care for the best of their daughter country. When one colony fell of struggled, the others were there to pick them back up. This is shown in the Contributors of Donations for the relief of Boston. Several colonies donated things such as hundreds of bushels of Indian corn and rye from Connecticut, hundreds of sheep from Massachusetts, Cash and articles of provision from New Jersey, Sloop with provisions and more money from North Carolina, and a shipload of rice from South Carolina. This shows the support and unity America began to develop as a whole. The colonists were no longer English colonists. Hector St. Crevecouer, in his Letters from an American Farmer, states What then is the American, this new man? He is neither an European, or the descendant of an European, hence that strange mixture of blood which you will find in no other country. I could point out to you a family whose grandfather was an Englishman, whose wife was Dutch, whose son

Autism Refers To A Neuron Developmental Condition, Which

Autism refers to a neuron developmental condition, which impedes the normal child’s growth and progress within a social setting. According to Tzanakaki et al., â€Å"an autistic individual finds it challenging to interact with other people and cannot relate to societal norms ably† (63). Health practitioners believe that failure of neuron synaptic networks in the brain to develop in a normal way owing to chromosomal deficiency causes autism. The symptoms and signs of autism become visible right from infancy. For autistic patients, their cognitive processes are inhibited because their neuron synaptic junctions are underdeveloped. Arguably, although there is neither scientific nor a clinical, pathological experiment, which can prove with surety†¦show more content†¦Secondly, autism is a highly inheritable disease. The Medical Research Council (MRC) based in the United Kingdom pinpoints that the genetic effect on autism ranges between 74 to 98% according to their s tudy involving 258 twins (Hill et al. 15). They used both dizygotic and monozygotic twins raised within the same environmental setting by their parents. Dizygotic refers to twins that result from fertilization of two different eggs by two different sperms while monozygotic refers to twins that result from one egg fertilization by one sperm. The outcomes of the study indicate that if one identical twin suffers from the autism spectrum condition, there is approximately 76% probability that the other twin could be diagnosed with it (Biederman et al. 79). However, fraternal twins, a pair of twins of the same sex but not necessarily alike resulting from fertilization of two separate ova, exhibited a low prevalence rate. The proportion of fraternal twins with autism was 18% for girl-boy pairs and 34% for the same-sex twins (Jeste and Geschwind 77). This population-based twin illustration signifies the role played by genetics and most importantly opens up the likelihood of health practitio ners getting a better understanding of the autism condition. Correspondingly, according to the National Institutes of Health (NIH), a family whose first child has autism has a 5% possibility that the second child would also have autismShow MoreRelatedAutism Is Not A Disease, But A Developmental Disorder Of Brain Function1465 Words   |  6 PagesAutism is not a disease, but a developmental disorder of brain function. People with classical autism show three types of symptoms: impaired social interaction, problems with verbal and nonverbal communication and imagination, and unusual or severely limited activities and interests. 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Main During adolescence the teenagers become more risky (take more risks), the frontal lobe (the brakes) are not fully developed so it can’t cope with the temporal lobe (accelerator) which can’t control itself, energetic, adventurous, independent, they will become more independent because of peer influence and just because it’s a sort of natural thing, more rebellious, again peer influenced, intellectual, the older you get the wiserRead MoreUnderlying Causes Of Autism Spectrum Disorder1882 Words   |  8 PagesUnderlying Causes of Autism Spectrum Disorder Ariel Robinson Biology 4800-Fall 2016 Autism Spectrum Disorder is a developmental disorder that displays characteristics of significant impairments in social interactions and communication, obsessive interests, and repetitive behaviors.1 The DSM-5 characterizes Autism Spectrum Disorder as having a range of symptoms with varying severity, hence the term â€Å"spectrum†.2 Figure 1 shows a representation of the symptoms and sub-types of disorders that are characterizedRead MoreHuman Development : A Life Span View By Kail And Cavanaugh1744 Words   |  7 Pagespaper explores two published articles that report on results from research conducted on social functioning of children with cerebral palsy, and a study of available techniques to improve cognitive function in cerebral palsy patients. 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Business Management Idea of work Organization

Question: Discuss about the case study Business Management for Idea of work Organization. Answer: Introduction: The idea of work organization can be identified as control ofoccupationand the allotment of tasks. It involves the tasks executed, the persons performing them and how the way of performing the task. Now, the idea of work identity is typically involved with successful work organization. Work identification can be described as the extent to which a parson draws his/her sense of self from the organizational values, occupation and the product or services provided by that certain organization. Now, it can easily be understood that a positive work identity creates a job satisfaction among the employees, which helps in executing an effective as well as successful work organization. Moreover, a number of positive organizational outcomes are associated with the organizational identity. These are: work performance, organizational commitment, employee retention and many more. However, concentrating on the organizational identity in the context of work organization is not an old approach. The pr evious organizational theories have a little concern about it. However, it is changing by holding the hand of the contemporary work organization approaches. Discussion: To discuss the classical understanding of work organization, it is needed to review the classical concepts of organizational identity. As opined by Hogg Terry, (2014) the social identity theory provided by Tajfel and Turner in 1986, explains identity a person's sense of who they are based on their group membership(s). According to them, the group can be identified as one of the major sources of pride and self-esteem. As opined by Haslam et al., (2014) validation within the group provided a sense of worth to the individual. The craving for validation also compels the individual to behave in a certain manner. Thus, the importance of group cannot be ignored in shaping the identity of an individual. As discussed by Gioia et al., (2013) the classical work identity approach treated it as relatively fixed. However, a number of challenges can be identified while discussing about the classical conception of organizational identity. As discussed by Schultz Hernes, (2013) the classical approa ch of identity does not consider the idea that with the changes in the work pattern or organizational goals, people continuously changes identify and self-understanding. On the other hand, the classical concepts do not reflect on the societal and cultural changes those are typically instrumental in altering the identity negotiation and creation. Now within the organizational setup, the classical approach of identity may be used. In the classical theories regarding organization approached identity in this way. As mentioned by Burke, (2013) the Bureaucratic model of organization developed by Max Weber totally focuses on the hierarchical model. According to this model, the organization works under well-defined rules and specifications. This model says that the employee has a defined power and authority based on his/her expertise. As opined by Hatch Cunliffe, (2013) within this formalized approach, people need to follow the set rules and code of conduct. As discussed in the classical approaches of identity, it creates a sense of fixed identity among the employees. This classical approach of organization was not bothered with creating an organizational identity among the employees. As mentioned by Reid Robinson, (2016), the social groups are the instruments of creating an identity among the members. This approach ignored the im portance of the environmental factors in shaping identity. Within the classical models of organization, the companies are mostly autocratic and the scope of creating employee identity is almost absent (Hatch Cunliffe, 2013). On the other hand, within the framework of the classical scientific management theory by Frederick Winslow Taylor in 1911, it is needed for the companies to control the labor force (Denhardt, Catlaw, 2014). However, this particular theory has provided a better care to the employee identification issue. As opined by Egeberg, Gornitzka Trondal, (2016) the principals of scientific management replaced the rule-of thumb method with the organization. It has provided the organizations approach that is more democratic. Thus, the employees may feel encouraged to work within that organization and thus feel more connected. Moreover, as opined by Shafritz, Ott Jang, (2015), the principle of this particular theory talks about providing training sessions to the management as well as the employees, to obtain the best potentials of the employees. However, any means of creating employee motivation and identification is not mentioned in the theory. Furthermore, the theory rebukes the idea that the primary interests of the workers and the employers are not antagonistic. As opined by Denhardt Catlaw (2014) these classical theories of work organization was more about employer oriented. Hence, not a much importance was given to the idea of creating organizational identity. The classical identity approaches have not also provided much importance to the professional instruments in creating identity within the individuals. However, the modern and the neoclassical theories of work organization are more directed towards the employee satisfaction, which is one of the major fundamentals of organizational identity among the employees. On the other hand, the modern theories of organizational identification explain identity in a separate manner. As opined by Denhardt Catlaw, (2014), the contemporary theories treat identity as a sense that an employee draws from the organizational setup and environment. As opined by Haslam et al., (2014) in the contemporary ideas the work identity greatly depends on the organizational culture. The contemporary organizational theories are more employee oriented and the issues considered by them are the fundamentals of the modern identity approach. The modern organizations are typically employee oriented. Todays organizations are well aware of the importance of job satisfaction and employee retention for achieving the aim of profit maximization. The neoclassical theory, the Human Relation Approach, talks about the integration of informal groups within the organization (Burke, 2013). Here, the idea of contemporary organizational identity differs from the previous theories. As opined by Denhardt Catlaw, (2014) here, the managers may promote, more or less self-consciously, a particular form of organizational experience. Thus, as discussed in the human relation approach; by providing a good experience within the organization, the work identity of the employees can be manipulated. As opined by Hatch Cunliffe, (2013) the human relation approach considers the existence and importance of employee expectations and the socio cultural message of their job roles. As described by Burke, (2013) these particular issues can be identified as some of the building blocks of work identity within the employees. As opined by Mikes Kaplan, (2014) the major concern of the modern managers in the organizations is managing the internal environments. The modern organizations concentrate on building identity within the employees. As discussed by Egeberg, Gornitzka Trondal, (2016) within the contemporary setup, the organizations try to regulate the identity of the employees. They consider it as an important aspect of organizational control. Hence, they focus on creating discourses and ideology. It helps the employees to understand the values or the core of the organization and creates a sense of identity. As described in the modern contingency theory, there is no best model or process of managing an organization (Mikes Kaplan, 2014). A wide range of external and internal issues has to the considered and some focused actions must be taken to eliminate those issues. This particular theory concentrates on the importance of the employee motivation and organizational identity for managing the internal contingencies. As described by Gioia et al., (2013) the modern identity approach, talks about the fundamental importance of ideologies, organizational values and job role in creating the organizational identity. The contingency theorists have taken the same idea. As opined by Egeberg, Gornitzka Trondal, (2016) expert roles are matter to peripheral expectations. Hence, applied activities of motivation and leading are important within the organizational setup. Thus, these modern or contemporary approaches treat the importance of organizational identity among the employees to generate better motivation and employee retention with a great care. The humanistic approach of the organizations creates a better organizational identity and ensures better performance. With an increased level of organizational identity, the modern organizations can be able to gain better competitive advantage and customer choice. Conclusion: Hence, from the above discussion, in can be concluded that with changes in the organizational concept in the contemporary professional world the idea of work identity has changed a lot. The importance of work identity in work organization is many folds. As described by a number of scholastic theories, organizational identification provides a greater level of commitment within the employees towards the organization. For implementing an effective work organization, it is important for the management to provide a sense of connection and familiarity to the organizational values as well as climate. Aware of the advantages to the organization themselves, various creative and ambitious companies intentionally promote organizational identity among the workers by "identity regulation" and identity narration. Organizational identity typically depends on the individuals perception about the organization - its status, the extent of communication and patronage it provides them, and the way of rep resenting itscorporate identity. Hence, the companies need to create an acceptable and dignified identity so that it helps the employees to be committed to the organization. References: Burke, W. W. (2013).Organization change: Theory and practice. Sage Publications. Denhardt, R. B., Catlaw, T. J. (2014).Theories of public organization. Cengage Learning. Egeberg, M., Gornitzka, ., Trondal, J. (2016). 2. Organization theory.Handbook on Theories of Governance, 32. Gioia, D. A., Patvardhan, S. D., Hamilton, A. L., Corley, K. G. (2013). Organizational identity formation and change.The Academy of Management Annals,7(1), 123-193. Haslam, S. A., van Knippenberg, D., Platow, M. J., Ellemers, N. (Eds.). (2014).Social identity at work: Developing theory for organizational practice. Psychology Press. Hatch, M. J., Cunliffe, A. L. (2013).Organization theory: modern, symbolic and postmodern perspectives. Oxford university press. He, H., Brown, A. D. (2013). Organizational identity and organizational identification A review of the literature and suggestions for future research.Group Organization Management,38(1), 3-35. Hogg, M. A., Terry, D. J. (Eds.). (2014).Social identity processes in organizational contexts. Psychology Press. Mikes, A., Kaplan, R. S. (2014, October). Towards a contingency theory of enterprise risk management. AAA. Reid, S. A., Robinson, B. (2016). Social Identity Theories.The International Encyclopedia of Interpersonal Communication. Schultz, M., Hernes, T. (2013). A temporal perspective on organizational identity.Organization Science,24(1), 1-21. Shafritz, J. M., Ott, J. S., Jang, Y. S. (2015).Classics of organization theory. Cengage Learning.

How Do You Define Success free essay sample

Success is defined differently by different people. For some, success means becoming rich, for others reaching high social position. Everyone has his / her own definition of success. Depending on how you see the world, your definition of success will differ from others. However, achieving success is far from easy. Depending on the definition of success, it can be achieved through many ways and come in different forms. Nonetheless, whether small or big, success in any form carries the same worth as long as people untie to strive for it.There are many different ways to achieving success, you should Just consider which way is the most appropriate for your desired results. Perseverance also plays a role, if you are willing to put in the effort; you will achieve more success and thus will be more satisfied in the end. To achieve success you should never give up. There is no use in Just waiting for wishes and dreams to come true. We will write a custom essay sample on How Do You Define Success? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Success can only be achieved if people learn from their mistakes. You never come close to success unless you experience failure. Believe me; you can embrace success If you only believe in yourself and your abilities. Morris Metering said, People are born of their thought, so think positively. In short, no matter what situation you are Involved In, In order for your goal to be achieved, you must always give your best effort, persevere, learn from your mistakes and believe In yourself. The most Important thing to remember Is that all you achieved Is only to your benefit.

Management of change at BNP Paribas

Management of change at BNP Paribas A descriptive case study of BNP Paribas BNP Paribas S.A. is a major global banking company that was formed way back in the year 2000 from a merger between Paribas and the Banque Nationale de Paris (BNP). It has two headquarters, a global one based in London and another in Paris. The merger was lauded for having reduced unhealthy competition and increased service delivery in the banking industry all over the world.Advertising We will write a custom case study sample on Management of change at BNP Paribas specifically for you for only $16.05 $11/page Learn More Its continuous successful performance and current policy status are attributed to the main objective of serving its retail end of the market while widening its investment base throughout the world. Through its leadership, it has been able to diversify its service and products portfolio to the consumers all over the globe making it to be ranked as a major bank in terms of provisions. The same ranking in 2011 revealed that the measurement of its total assets was US$ 2.670 trillion. Despite the global crisis of 2007-2009, the bank was able to make massive profits of about â‚ ¬3 billion and â‚ ¬5.8 billion in 2008 and 2009 respectively. Other sources also reveal that the bank has several interests in investment solutions, corporate and investment banking as well as retail banking as its strategic business units which have helped it rise above other market competitors in terms of performance. In addition, it has four domestic markets namely Luxemburg, Belgium, Italy and France. Its retail operations are found in almost all the continents of the world. In terms of revolutionizing its operations, the management team at BNP Paribus has in the previous months focused on management of change as one of the most important aspects of enhancing its performance both at local and international levels. Management of change in leadership has given the bank an opportunity to improve its servic e delivery while focusing on the goal of raising overall profitability. Surveys on the bank reveal that its leadership has embarked on the process of management of change especially in the area of management to enhance performance. This company has been one of the leading banks in the provision of consumer financial services, investment banking, commercial banking and small scale businesses, processing financial transactions, private equity and assets management as shall be noted in its case study in relation to management of change.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Effective leadership at BNP Paribas has remained one of the most remarkable models that have brought out the much needed organizational change. This has been through the creation of favorable working environment, moderation of organizational operations and staff motivation that are all aimed at atta ining organizational goals. The leadership practice in this bank has continued to be outstanding in driving the organization towards change and linking its operations to long-term objectives. One would agree from past surveys that its leadership has indeed been the driving force for the much needed organizational change and is quite crucial in defining its effectiveness in terms asset management. Needless to say, the ability by the management of the bank to spearhead positive change in the operations of the bank has been invaluable. It goes without saying that its regular positive change in leadership strategies has seen the organization thriving where others have fallen. Since its inception, the management at BNP Paribas has been concerned with the need to foster change. Its leadership has been inherently value-based and has developed close ties with staff and stakeholders making it a group process. The enormous successes the bank has enjoyed are highly credited on leadership, chan ge and professionalism employed at all levels of its operations. This growth has been maintained through well founded change management strategies used in recruitment and selection of the different staff, shared values and systems, therefore serving as a major link between performance and practical skills. Through its leadership, the bank has emphasized on the need to maintain high quality levels of services to employees and the diversification of products and services as core factors in maintaining a competitive advantage in the fast changing global market. Emerging difficulties –leadership and management problems Leadership issues The report by the Worldwide Nicosia Business Review dated May 24, 2012 brings out one of the major issues facing BNP Paribas as leadership challenge. The bank has been blamed for using low-key leaders to run its operations in spite the fact that it has recorded significant growth in the past few years.Advertising We will write a custom cas e study sample on Management of change at BNP Paribas specifically for you for only $16.05 $11/page Learn More Nonetheless, it is imperative to note that some of the loopholes in its leadership structure may not yield immediate visible impacts but may take quite a considerable length of time before such effects are realized. Even though its performance has been steady in the last few years, its leadership has never been able to competently effect necessary changes in terms of systems, building cohesion among its diverse workers and policies. The calls for change among its stakeholders could perhaps be the reason why there was an earlier than expected departure of its former leader Michael Pebereau. His departure came after the realization that under his leadership as well as the market position of the company was not going to improve in the foreseeable future. Ineffective teamwork and discrimination The management approach that BNP Paribas has been using is based o n diversity, a consideration which has seen it employ over 205,300 employees from 160 nationalities in the 84 countries where its offices are located. Even with its ambitions, commitment, creativity and responsiveness, its team of leadership has not been efficient in establishing strong working network. One would sharply disagree with this argument on the basis that the bank has embraced corporate values and opted to work through groups to attain success. While that may be true, it still falls short of reflecting teamwork, a factor seen in its constant discrimination troubles featuring among its 30 operational risks. Lack of team work is a critical challenge at BNP Paribas and might greatly affect the realization of its vision, objectives and long term goals. Teamwork is a critical component and a tool which the bank has not fully established and which when employed, can enhance performance and work success. While its leadership understands the need to foster teamwork as a process o f change and achieve established objectives, it has not been able to carry out its operations effectively due to issues of team dynamics.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Areas that need change Structure One of the areas that require immediate change interventions at BNP Paribas is its leadership structure. An effective leadership structure within BNP Paribas will improve the level of productivity by encouraging efficient and effective work. It is important to note that it is growing faster and becoming more complex. As such, it endeavors to catch up with the growing complexity of market trends. Its leadership understands and acknowledges the fact that better and efficient provision of services is important towards growth. Using McKinsey 7s model, the structure of an organization which represents how units of an organization relate is critical in enhancing performance. BNP Paribas organizational structure should comprise that which incorporates speed in decision making, increasing the flow of information in and out of the banking environment and offering mobility and value to all its workers. One cannot doubt the effectiveness of leadership at BNP Pa ribas, but cannot also fail to admit that its leadership structure has not been keen on ensuring a top-down functional division, networking and organization of effective working systems. As matter of fact, it is imperative to mention that for effective management of organizational resources including human capital demands good leadership roles within various departments of an organization. As it is the case with PNB Paribas at present, it is clearly evident that there are myriads of missing links in the leadership structure of the organization which ought to be addressed if positive growth is to be realized. While the current leadership structure at BNP Paribas is decentralized and quite active, it should have a strong structure, as this will make it more competent and will form the organization’s greatest asset. Its leadership structure should represent how well the organization can execute its strategies. There is need for a strong establishment of the existing leadership s tructure with competent leaders and the elimination of low key leaders. A poor leadership structure full of low-keyed leaders negatively impacts on organizational performance. It is without doubt that the current management at BNP Paribas has a strenuous task of making sure that it maintains brilliant market performance while at the same time harmonizes its workforce in a manner that will boost the morale of employees. While balancing between the two extremes may be a cumbersome duty, it is worth to note that it can still be achieved by proper restructuring of leadership of various departments. It is imperative for leaders at BNP Paribas to develop knowledge on leadership styles that will create change and curb the challenges posed by discriminatory practices. In order to strengthen the competitive position BNP Paribas has, proper and efficient leadership structures should be put in place. Through changing and strengthening leadership structures, BNP Paribus will be able to establis h new competitive structural abilities that will boost its global image. This will also see to it that its International participation via virtual management systems and modernization of the new branches in other countries contribute towards great success. Its success requires high level and dynamic orientation of the management structures in order to overcome the stiff competition. Flexibility in the management of all the departments of the bank should be clear for international outlook and profits to be realized (Valentine 2012, p.41). Strategy Strategic leadership as a means of change remains one of the important ways through which BNP Paribas can remain progressive in terms of planning, performance and resource allocation, and be responsive to the market. Strategy, from the 7s model focuses on the allocation of resources which may be scarce and focusing on customers, competition and the business environment with a mission of reaching identified goals. Being strategic at BNP Pari bas leadership is critical in the management of change bearing in mind that it will act as a strong force that will continuously reenergize diverse workforce, refresh the informal and formal systems of the organization and propel it to a higher level. Without strategic leadership, management of change and subsequent continuity in BNP Paribas, productivity and profitability will be an elusive practice. Indeed, in spite of the massive studies directed at re-evaluating management of change in the banking sector, without strategic leadership, banks fail to make great advances in implementing change. This scenario has been noted as a common case in the banking industry. Having enjoyed a long period of continued profitability, the leadership of BNP Paribus should be aware of the need to restructure itself strategically as part and parcel of capturing diverse marketing opportunities and also counter emerging uncertainties. Therefore, there is need for it to have its strategies centered on a strong change process aimed at decentralizing its structures and creating newer units in its operations to accelerate growth. In addition, this change process needs to involve all departments, encourage them to liaise with other structures and work together in enhancing service provision, relaying of feedbacks and re-evaluation of progress. Skills and shared values Skills are distinctive capabilities which individuals or personnel in an organization possess at their disposal. On the other hand, shared values are attitudes and central beliefs the aforementioned members of an organization have. The development of skills among workers in BNP Paribas plays a crucial role of elevating performance levels to a position whereby an organization enjoys profitability. This practice of developing human capital is an attribute of strategic leadership. Implementing change in terms of developing skills among staff has been a model that has brought immense benefit to the business. At BNP Paribus, human capital is an integral factor which has continually boosted the capability and overall performance. In order to improve its output and limit low-key staff, the top leadership of this bank ought to organize training to enhance workers’ skills. Trained and adequately skilled workers will form the bank’s capital resource and will also be a source of gaining a competitive edge. Forming of development and training programs are some of the best strategies of developing human capital. This management of change model targets constructing a vision that is common to a firm will facilitate communication and helps in building skills. Besides, skill development programs will be critical in inculcating core values, enhancing social levels and promoting cohesion among the workforce. Staff and style Successful changes usually pick intensity and speed as they progress through different stages in the change process. BNP Paribas’ leaders must account for the new behavior an d cultural development in the institution by nurturing the tender change and avoiding identity crisis for different employees. Special cases must be addressed in the bank for slow learners to avoid drifting behind due to their inefficiency. Increased credibility of the employees and structures is therefore built on to anchor the change progress after establishing the short term win situations.Policies that do not cohere with the change process should either modified or dropped completely in order to maintain the direction of the vision. Assessment at this stage will be necessary to make sure that the overall services delivery and the expected results are attained alongside the short term individual attainment. Systems System in PNB Paribas is a critical component that encompasses routines, processes, and procedures an organization has. Its leaders must be in a position to align all the systems of an organization to meet organizational goals. At BNP Paribas, its leadership needs to c haracterize its systems to reflect the importance of managing assets, information systems, performance appraisal systems, promotion, hiring and financial systems for better performance. Some of the areas that were changed It is imperative to note that the leadership in BNP Paribas has been able to effect certain changes in areas of its operation. Notably, its profitability has been based on the ability to factor leadership changes in prevailing internal and external situations and infusing its mission with articulate objectivity of improved performance and high profitability. In light of staffing, skills and shared values, it has set up mechanisms for training, development, recruitment and employee selections based on critical outlook of the prevailing conditions and the balance between implications of the program’s effects to the employees. A sense of stability and decisiveness that focuses on the employees to a better future has been generated as a tool for maintaining comm itment and hard work. Questions What is the function of leadership in creating and managing change? Should the leadership of an organization involve change agents to implement organizational change? What impact has workers, staff and stakeholders in effecting change? Analyze the management of change using various theories. Main learning points One of the key learning points from the case study is that management of change in organizations remains to be a core practice that cannot be ignored if positive growth and performance is to be realized. In addition, the ability to manage change especially in regards to leadership within an organization stands out as an integral need in the banking industry. As noted in the case of PNB Paribas, low key leadership is a factor that has seen its growth slowdown compared to its former years. Thus, a sustainable growth and performance of an organization will largely depend on how well change is introduced, embraced and implemented within an organ ization. Another factor that has come out from the case study is that the role of strategic leadership in creating change sprouts from various driving forces which compel an organization to seek intrinsic outsets for improvements. This reflects the perspective which Albanese (2012, p. 13) holds in his article when quoting the change management model by Kurt Lewin’s and indicating that leadership must be flexible and anchored on a strong force to facilitate re-evaluation and acceptance and implementation of the ideology. This can also be implemented when both internal and external orientations of strategic leadership are considered. A further learning point from the case study mirrors, Cohen’s (2002 p. 53) sentiment from the model of organization change. He indicates that there is need for management of an organization to develop a desire for change before shifting to seek change in an organization. Under this model and with regards to the case study, it becomes clear t hat a leadership must be able to consider an organization’s internal and external factors and move towards implementing them. Besides, it reflects the connection that exists between strategic leadership, change management and innovation. Answers and discussions to questions on the case study What is the role of leadership in creating and managing change? Leadership according to Bielski (2005, p. 57) plays a critical role of providing direction, vision and opportunity for organizational change. It achieves this by evaluating performance of various departments and systems within an organization. In agreement, Toegel and Barsoux (2012, p. 55) indicate that leaders must become aware of change and the need to create it at any given time during the lifetime of an organization. This should be carefully articulated by being actively involved in the change process. Should the leadership of an organization involve change agents to implement organizational change? Clark (2012, p. 1) poi nts out that for an effective change to take place in an organization, all stakeholders, workers and departmental leaders in an organization must be included in defining change and its application. While change as noted in the case study is a crucial aspect which BNP Paribus needs.to improve its leadership and business operations, Hernandez-Lopez (2003, p. 180) is of the view that it should enhance involvement of all entities as agents of change. Hernandez-Lopez (2003, p. 180) continues to point out that in banking institutions, the changing and highly dynamic trends of various operations call for involvement of all workers as change agents for greater efficiencies in services delivery and asset management. This concurs with the view held by most management scholars who indicate that the participation of all entities as change agents is crucial in introducing fresh ideas and practices in leadership and organization management (Palmer, Dunford Akin 2009, p. 57). Kurt Lewin’s model of refreezing and freezing augments this consideration and presents all organizations including BNP Paribas as having enough potential for innovation, strategic leadership and change either to address their negative considerations or further enhance their positive outcomes. What impact has workers, staff and stakeholders in effecting change? Clark (2012, p. 1) is of the view that the staff, workers and stakeholders of an organization are critical entities of change management in the sense that they create the necessary forces for articulating an organization’s ideals in the market. Human resources management best practices theory as exemplified by Dave Ulrich seeks to create an intrinsic outset in the management of labor towards pre-established goals. Clark (2012, p. 1) and Streeter (2003, p. 60) therefore consider the implementation of these applications in an organization to have two key change implications that greatly count in staffing. Discuss some of the theories reflecting management of change in an organization Organization change theory Analysts are increasingly in agreement that one of the most important and inevitable concept in an organization is change management. In his theory of organization change, Kurt Lewin presents the model of freezing and refreezing in facilitating identity and acceptance of new systems. In their review of the theory, Janicijevic (2010, p. 98) and Hopkins (2009, p. 28) indicate that for an organization to realize its objectives, it needs to ensure that change is effectively articulated in areas or departments that are not performing. Janicijevic (2010, p. 98) and Hopkins (2009, p. 28) further indicate organizational change must be viewed as a point of raising an organization to its next level. Besides, they emphasize on the need to effect change by adhering to the established culture in an organization. Contingency theory This theory as Cohen (2002 p. 53) indicates advocates for diversity in managing organizat ions. Therefore, as majority of bank managers argue, the theory calls for analytical outset in making key decisions for guiding an organization. In view of the theory, human resource managers should be able to respond to internal and external forces through effective leadership practices (Jenkins, 2012). This view concurs with the argument posed by Johnson (2002, p. 8) that though organizations have their own pre-established standards in management; they should avoid rigidity by seeking a leadership that is flexible and accommodates new objectives and dynamic standards. This consideration is further echoed by Hopkins (2009, p. 28) who indicates that contingent change factors are especially very crucial in leadership practices. In recap, it is imperative to mention that management of change in organizations remains as a core practice that cannot be ignored if positive growth and performance is to be realized. In addition, the ability to manage change especially in regards to human re source development within an organization stands out as an integral need in the banking industry. In the case of PNB Paribas, the sustainable growth and performance of the organization will largely depend on how well change I introduced, embraced and implemented within the organization. This will be the only way through which effective leadership will translate to positive growth of the organization bearing in mind that the market competition in the banking industry is quite dynamic. References Albanese, C 2012, ‘Spotlight on Carl James, BNP Paribas Investment Partners’, FX Week, vol.12 no.4, pp. 12-13. Bielski, L 2005, ‘Getting front and center on security policies’, American Bankers Association. ABA Banking Journal vol. 97 no. 3, pp. 57-59. Clark, J 2012, ‘BNP Paribas rolls out single-dealer e-FX platform’, FX Week, vol. 12 no. 2, pp. 1-2. Cohen, D 2002, ‘Making change effective, American Bankers Association. ABA Banking Journal vol. 94 no. 12, pp. 53-55. Hernandez-Lopez , E 2003 ‘Bag wars and bank wars, the Gucci and Banque National de Paris hostile bids: European corporate culture responds to active shareholders’, Fordham Journal of Corporate Financial Law vol. 9 no. 1, pp.127-190. Hopkins, M 2009, ‘8 Reasons Sustainability Will Change Management (That You Never Thought of)’, MIT Sloan Management Review vol. 51 no. 1, pp. 27-30. Janicijevic, N 2010, ‘Business processes in organizational diagnosis’, Management : Journal of Contemporary Management Issues vol. 15 no. 2, pp. 85-106. Jenkins, P 2012, Low-key leaders may unlock new problems for banks, Johnson, L 2002, ‘Issue selling in the organization’ MIT Sloan Management Review vol. 43 no. 3, pp. 8-9. Palmer I, Dunford R Akin G 2009, Managing Organizational Change A Multiple Perspective Approach, McGraw Hill, Boston. Streeter, B 2003, ‘Sweet deal’, American Bankers Association. ABA Banking Journal vol. 95 no. 11, pp. 69-74. Toegel, G Barsoux, J 2012, ‘How to become a better leader’. MIT Sloan Management Review vol.53 no. 3, pp. 51-60. Valentine, L 2012, ‘Wealth management: revenue solution? American Bankers Association. ABA Banking Journal vol.104 no. 3, pp. 40-44.

Drama Essay Example | Topics and Well Written Essays - 250 words - 1

Drama - Essay Example Henceforth, the attitude created by the actor in the stage is critical because that attitude determines the environment and the thought the audience will have towards the script. Learning the tactics of acting in a theatre is very important. The actor must familiarize with the character and afterwards learn the details of the subject, which will enable the actor to assume the character and blend with other characters in the vicinity. Before an actor presents the character to the society, the actor must subject the character to the society viewpoint. Brecht and Mueller argue that Stanislavski method of physical action as advantageous in modern acting (160). Brecht and Mueller explain â€Å"first rehearsals the actor show the plot, the event, the business, convinced that feeling and mood will eventually take care of themselves† (160). Therefore, Stanislavski method of physical action gives time to an actor to transform to the character and as the rehearsal proceeds, empathy and mood eventually develop. Brecht and Mueller states that, â€Å"Stanislavski speaks of rhythms which sweep across scene† (160). Sometimes, the rhythm may be insignificant in a scene because of the manner in which an actor expresses the words. In addition, I also agree that the use of images during acting bring forth a better understanding to the audience. Although, Stanislavski system may be challenging to some actors, the system has incredible method of harmonizing several weakness during acting. The system also provides a platform for learning to new and weak actors. Moreover, the system can measure the actor’s talent through the actor’s ability to manage incomplete