Free Essays on Night Of The Scorpion

There are many instances in the poem that the writer has used language to create impressions and contrasts. In using the word ‘diabolic’ (line 3) for instance, the scorpion is seen as being an evil or cruel creature. The poet also uses the metaphor of ‘the Evil One’ (line 5) to describe the scorpion. This contrasts with the his overall portrayal of the scorpion as not being the villain as it was ‘driven’ (line 2) from the constant rain to take shelter beneath a sack of rice and then having to ‘risk the rain again’ (line 4) after the peasants came, presumably scared of them. Another contrast is found when the neighbours have ‘peace of understanding’ (line 14) while the poet’s mother lay ‘twisted†¦groaning on a mat’ (line 16). It is incongruous that they are at peace because of her pain. They are not doing anything apparent to the woman while she is suffering. The poet compares the peasants to ‘swarm of flies’ (line 4). This is striking as flies are insects and scorpions are arachnids. He uses an insect image as a reaction to the arachnid’s sting. He further extends the simile when he describes how the villagers ‘buzzed the Name of God’ (line 5). This gives the reader an impression that he finds them an irritant. This impression is reinforced by the following line: ‘More candles, more lanterns, / More neighbours...’ (lines 14 and 15). This clearly shows his frustration as more and more peasants arrive with candles and lanterns but not doing much else to actively relieve the pain his mother is going through. Another instance of the poet’s uneasiness with the neighbours is evident when he describes how their candles and lanterns throw ‘giant scorpion shadows’ (line 6). Since the scorpion has parted, the images on the walls have to be those of the neighbours – shaped like a scorpion. He seems to imply that they are more of a burden than help. The poet effectively portrays a sens... Free Essays on Night Of The Scorpion Free Essays on Night Of The Scorpion There are many instances in the poem that the writer has used language to create impressions and contrasts. In using the word ‘diabolic’ (line 3) for instance, the scorpion is seen as being an evil or cruel creature. The poet also uses the metaphor of ‘the Evil One’ (line 5) to describe the scorpion. This contrasts with the his overall portrayal of the scorpion as not being the villain as it was ‘driven’ (line 2) from the constant rain to take shelter beneath a sack of rice and then having to ‘risk the rain again’ (line 4) after the peasants came, presumably scared of them. Another contrast is found when the neighbours have ‘peace of understanding’ (line 14) while the poet’s mother lay ‘twisted†¦groaning on a mat’ (line 16). It is incongruous that they are at peace because of her pain. They are not doing anything apparent to the woman while she is suffering. The poet compares the peasants to ‘swarm of flies’ (line 4). This is striking as flies are insects and scorpions are arachnids. He uses an insect image as a reaction to the arachnid’s sting. He further extends the simile when he describes how the villagers ‘buzzed the Name of God’ (line 5). This gives the reader an impression that he finds them an irritant. This impression is reinforced by the following line: ‘More candles, more lanterns, / More neighbours...’ (lines 14 and 15). This clearly shows his frustration as more and more peasants arrive with candles and lanterns but not doing much else to actively relieve the pain his mother is going through. Another instance of the poet’s uneasiness with the neighbours is evident when he describes how their candles and lanterns throw ‘giant scorpion shadows’ (line 6). Since the scorpion has parted, the images on the walls have to be those of the neighbours – shaped like a scorpion. He seems to imply that they are more of a burden than help. The poet effectively portrays a sens...

The Battle of Khe Sanh in the Vietnam War

The Battle of Khe Sanh in the Vietnam War The Siege of Khe Sanh occurred during the Vietnam War.  The fighting around Khe Sanh began January 21,  1968,  and concluded  around  April 8, 1968. Armies and Commanders Allies: General William WestmorelandColonel David LowndsApprox. 6,000 men North Vietnamese: Vo Nguyen GiapTran Quy HaiApprox. 20,000-30,000 men Battle of Khe Sanh Overview In the summer of 1967, American commanders learned of a build-up of Peoples Army of North Vietnam (PAVN) forces in the area around Khe Sanh in northwest South Vietnam. Responding to this, the Khe Sanh Combat Base (KSCB), located on a plateau in a valley of the same name, was reinforced by elements of the 26th Marine Regiment under Colonel David E. Lownds. Also, outposts on the surrounding hills were occupied by American forces. While KSCB possessed an airstrip, its overland supply route was over the dilapidated Route 9, which led back to the coast. That fall, a supply convoy was ambushed by PAVN forces on Route 9. This was the last overland attempt to resupply Khe Sanh until the following April. Through December, PAVN troops were spotted in the area, but there was little fighting. With the increase in enemy activity, a decision was needed regarding whether to further reinforce Khe Sanh or abandon the position. Assessing the situation, General William Westmoreland elected to increase the troop levels at KSCB. Though he was supported by the commander of the III Marine Amphibious Force, Lieutenant General Robert E. Cushman, many Marine officers disagreed with Westmorelands decision. Many believed that Khe Sanh was not necessary to the ongoing operations. In late December/early January, intelligence reported the arrival of the 325th, 324th, and 320th PAVN divisions within striking distance of KSCB. In response, additional Marines were moved to the base. On January 20, the PAVN defector alerted Lownds that an attack was imminent. At 12:30 a.m. on the 21st, Hill 861 was attacked by about 300 PAVN troops and KSCB was heavily shelled. While the attack was repulsed, the PAVN soldiers did manage to breach the Marine defenses. The attack also revealed the arrival of the 304th PAVN division in the area. To clear their flank, PAVN forces attacked and overran Laotian troops at Ban Houei Sane on January 23, forcing the survivors to flee to the U.S. Special Forces camp at Lang Vei. During this time, KSCB received its last reinforcements: additional Marines and the 37th Army of the Republic of Vietnam Ranger Battalion. Enduring several heavy bombardments, the defenders at Khe Sanh learned on January 29 that there would be no truce for the upcoming Tet holiday. To support the defense of the base, which had been dubbed Operation Scotland, Westmoreland initiated Operation Niagara. This action called for the massive application of aerial firepower. Utilizing a variety of advanced sensors and forward air controllers, American aircraft began pounding PAVN positions around Khe Sanh. When the Tet Offensive commenced on January 30, the fighting around KSCB quieted. Fighting in the area resumed on February 7, when the camp at Lang Vei was overrun. Fleeing from the scene, Special Forces units made their way to Khe Sanh. Unable to resupply KSCB by land, American forces delivered needed materials by air, dodging an intense gauntlet of PAVN anti-aircraft fire. Ultimately, tactics such as the Super Gaggle (which involved the use of A-4 Skyhawk fighters to suppress ground fire) allowed helicopters to resupply the hilltop outposts while drops from C-130s delivered goods to the main base. On the same night that Lang Vei was attacked, PAVN troops assaulted an observation post at KSCB. In the last week of February, fighting intensified when a Marine patrol was ambushed and several attacks were launched against the 37th ARVNs lines. In March, intelligence began noticing an exodus of PAVN units from the vicinity of Khe Sanh. Despite this, shelling continued and the bases ammunition dump detonated for the second time during the campaign. Pressing out from KSCB, Marine patrols engaged the enemy on March 30. The next day, Operation Scotland was ended. Operational control of the area turned over to the 1st Air Cavalry Division for the execution of Operation Pegasus. Designed to break the siege of Keh Sanh, Operation Pegasus called for elements of the 1st and 3rd Marine Regiments to attack up Route 9 towards Khe Sanh. Meanwhile, the 1st Air Cavalry moved by helicopter to seize key terrain features along the line of advance. As the Marines advanced, engineers worked to repair the road. This plan infuriated the Marines at KSCB, as they did not believe they needed to be rescued. Jumping off on April 1, Pegasus met little resistance as American forces moved west. The first major engagement occurred on April 6, when a day-long battle was waged against a PAVN blocking force. Fighting largely concluded with a three-day fight near Khe Sanh village. Troops linked up with the Marines at KSCB on April 8. Three days later, Route 9 was declared open. Aftermath Lasting 77 days, the siege of Khe Sanh saw American and South Vietnamese forces suffer. In the end, there were 703 killed, 2,642 wounded, and 7 missing. PAVN losses are not known with accuracy but are estimated at between 10,000 to 15,000 dead and wounded. Following the battle, Lownds men were relieved and Westmoreland ordered the base occupied until he left Vietnam in June. His successor, General Creighton Abrams, did not believe that retaining Khe Sanh was necessary. He ordered the base destroyed and abandoned later that month. This decision earned the ire of the American press, who questioned why Khe Sanh had to be defended in January but was no longer needed in July. Abrams response was that the then-current military situation no longer dictated that it be held. To this day, it is unclear whether PAVN leadership in Hanoi intended to fight a decisive battle at Khe Sanh, or if operations in the area were meant to distract Westmoreland in the weeks before the Tet Offensive. Sources: Brush, Peter. Battle of Khe Sanh: Recounting the Battles Casualties. HistoryNet, June 26, 2007. Unknown. The Siege at Khe Sanh. PBS.

Infection control enabling and assessing teaching Essay

Infection control enabling and assessing teaching - Essay Example Therefore, educational knowledge or nursing knowledge is integrated practical knowledge (Stake, R., 1977, p. 121-124). Life-long Learning: Life-long education is not a new concept, but the rapidly changing social conditions of the contemporary society has provided a wider impetus for a wider acceptance of this idea, and the adult educators have been a major force in drawing attention to the practice of life-long learning. To assess learning, the educator utilizes a wide range of methods for evaluating pupil performance and attainment. These include formal testing and examinations, practical and oral assessments, and classroom based assessment. Theoretically, there are three types of assessments. Formative assessment takes place during the course of the teaching and is used essentially to feed back into the teaching or learning process. Summative assessment takes place at the end of the term or a course and is used to provide information about how much the students have learned and how well as course has worked. Ipsative assessment is the third and the most important category in which the pupil evalu ates his/her performance against his/her previous performance (Wilkinson, W. J. and George, N. J., 1982, p. 222-235). This indicates that the process of assessment is undergoing a shift in the paradigm from psychometrics to a broader model of educational assessment and from the culture of testing and examination to the culture of assessment. There is a wider range of assessments that are in use now. These include teacher assessment, standard tasks, coursework, records of achievement, practical and oral assessments mentioned earlier, written examinations, and standardized tests. There are criterion-referenced, formative, and performance-based assessments as well as norm-referenced testing. The consequent high-profile status of assessment is mainly due to the fact that assessment is required to achieve a wide range of purposes (Carr, W., and Kemmis, S., 1986, p. 86-94). The assessment process is mainly designed to support teaching and learning; it would provide information about pupil s, teachers, and schools. In this way, assessment would drive curriculum and teaching and act as a selection and certification device and as an accountability procedure (Briton, D., 1996, p 101-102). Adult learning theory has been strongly influenced by humanistic psychology, although there is no single theory that represents the humanistic approach. All such theories share a common view that this approach involves the study of a man as a human being, with his thoughts, feelings, and experiences (Brookfield, S., 1985, p. 23-28). This is in direct contrast to the stimulus-response theories, which study man from the point of view of overt behaviour, disregarding his inner feelings and experiences. Humanistic theories differ from cognitive theory in that the latter is concerned with the thinking aspects of a man's behaviour with little emphasis on the affective components. Humanistic theory is closely related to the philosophical approach called phenomenology, which asserts that reality lies in a person's perception of an event and not in the event itself. This also underpins three other concepts,

Management account-R12 Coursework Example | Topics and Well Written Essays - 4500 words

Management account-R12 - Coursework Example The theory aims at reflecting management accounting system as dependent on factors that crop up from time to time. This theory brings details of the factors which rise up and affect a management accounting system. According to this contingency theory, the contingent factors affecting a management accounting system are unique to each organisation. Organisations vary from one another in terms of operations thus the difference in the form of adoption, functioning and sophistication of a system. This means that each company will have a management accounting system which is specific to its form. This explains why we do not have a globally adopted accounting system. Contingency theory has made bold steps in helping us understand how accounting and budgets  can and should be used to deal with the issue of management control. The theory basically supports the handling of accounting and budgets in a way which recognizes related changes which might occur in the company (Sharma, 2009). The co ntingency theory is usually very important in ensuring that the management accounting system in a company is in sync with the prevailing factors at a given time. The efforts by this theory have been successful through the manipulation of the factors that affect a management accounting system among other factors. ... With this, the organisation does not need to have management control based on a sophisticated management accounting system. Under such a situation, the  management will control the organisation on the basis of the set out budgets. The contingency theory also shows how accounting and budgets can be used to handle matters of management control through the consideration of strategies and mission as situational factors. Basically, the type of  strategies and mission applied by a company determines the kind of system for management accounting to be put in use. For example a firm may decide to apply a strategy of low cost and defense. Under such a strategy, a company will work towards standard products, few lines of products, low cost operations as well as policies promoting economies of scale. with   this, there will be need to have plans capable of making employees uphold low cost mentalities, incentives to workers depending on the results of evaluation of financial performance and adherence to budgets among others. This means that there is need for a management accounting system which is a bit sophisticated. Contingency theory shows that accounting can be utilized to handle the issue of management control through the determination of the accounting information need and use (Emmanuel et al,1990). According to this theory, the kind of accounting information needed by an organisation is very key in determining the management accounting system required. In a situation where the accounting information required is  complex, then a highly sophisticated management accounting system is required. If a firm requires just simple information, then a less sophisticated management accounting system is required by an organisation. There is also the intended use of the

Work-life balance Essay Example for Free

Work-life balance Essay Changes in relationships do not necessarily mean turbulence- even the most stable relationships go through constant changes. These changes are manifest in the smallest of gestures and interactions amongst people. The reactions, pro-actions or interactions may be between couples, parents, siblings, extended family, generations of grandparents, in-laws, cousins, on the family side, and boss, colleagues and subordinates, business partners, other stakeholders on the official or work side. Each action impacts a relationship either negatively or positively- each action process allows us to link our lives to one another. In short, this is the crux of the paragraphs that follow. Broadly, there are five everyday processes that can be instrumental in linking our lives to one another. These include routines for contact, common involvements, and pattern of interactions, everyday talk and reflection. Each of these requires day to day communication which provides the vital link to create and sustain the fragile fabric of personal relationships. Enduring personal relationships are formed when these vital everyday links are positive and in good health- it does not take an extraordinary circumstance or event to change relationships- at best it may be a spark to the build up that has happened as a result of everyday interactions. The essay titled, â€Å"The Everyday Accomplishment of Work and Family: Exploring Practical Actions in Daily Routines† by Caryn E. Medved, Communications Scholar, Ohio University, which is a part of the suggested reading focuses on the challenges of work and family in our daily lives; and studies women in minute detail through a survey which researches the micro practices of navigating and negotiating daily work and family life. The responses to the survey questionnaire help us examine how the women play their taken for granted roles of managing work and family. Responses highlight startling facts in relationship maintenance and repair amongst the dual career couples. Whether they engage in interaction communication patterns involving variables such as gender and emotions, or workplace interaction, which may even include efforts or signals for social change ( â€Å"frame bending†, as the author calls it), brought about by family routine needs, each respondent evidently looks at restructuring actions like negotiating, deliberating, seeking alternatives. This is done in order to prevent interruption in daily family routine, or to handle changes on the home which may hamper the process of keeping up the routine at work. During workplace interaction, the same actions or tactics may be used to balance out the relationship imperatives while at work. It is observed that in families, children feature topmost in the consideration set of some or all of the above actions. Routinizing actions like connecting, alternating, prepping and reciprocating, which are designated and carried out as per need and aptitude of the doer, or improvising actions like requesting assistance, trading off or even evading in order to maintain routine action and interaction at the required level whether at home or at work, all work on common sense assumptions which indicate the way forward. There are times when women decide to use â€Å"strategic ambiguity† (Eisenberg. 1984. Pages 227-242) to get out of tricky situations- ‘I don’t know’ is the safest answer to manage expectations and keep the relationship going, when one is not sure. Between workers on a lateral level, as well as spouses, this is very common- a bit of ambiguity and expression of helplessness helps to tide over a demanding query or situation. In my opinion, ambiguity is the culprit, not the solution- a near definite answer helps people to understand each other better and there are no grey areas, which are the starting point of dissent in relationships. What is surprising to note from the interpreted data is the fact that mundane chores which are seemingly innocuous, are so important to ensure proper navigation of everyday achievements of work and family lives. Prepping, for example, which means preparing for the next morning, can be a spoke in the wheel of smooth communication and relationship if not handled well- women seem to do most of the prepping for reasons including their love for meticulously coordinated activity, organized morning chores, less confusion, more time for spouse and children, among others. Reasons why men are not so fond of prepping include their indifference for neatness and coordination, their habit of relaxing after office and non involvement with the backend chores for children. They are good fathers nonetheless in that they indulge in outdoor activities with their offspring, buy them gifts and drive them to school. An element of emotion runs through the entire response analysis, both positive and negative, therefore each interpretation needs to be evaluated against scientific benchmarks which rely on biological differences, socio-economic conditions, work culture, even religion at times. It is not to be presupposed that all the interactions proposed and described above ensure smooth daily work and family life. An element of conflict exists, for the resolution of which, the study states communication as action embedded in the process of managing work and family responsibilities. Effective two way communication is the key to successfully managing work- family life balance. Balance and conflict are dynamic- and they both co-exist. The study has not been able to bring out this aspect of human relationships succinctly. The study while addressing inputs from women, chooses to completely ignore the male viewpoints. The biological difference certainly has a bearing on each gender’s role in maintaining work life balance; the study appears skewed towards feminine interpretations. There is also a need to study how single parents, gays, lesbians, the working poor manage their work – family relationships. In the study by Medved, family is taken as a nuclear unit- there is no mention of the extended family, which includes grandparents, uncles and aunts, cousins, brothers, sisters, friends. We understand that no one lives in isolation, therefore, the work- family balance is certainly impacted by all the relationships mentioned above at some point in time. A purely feminist interpretation angle would play havoc with the data gathered in the study- it would champion the women by and large, and make men the villains of the piece! In conclusion, the study has certainly highlighted very critical aspects of human relationships- in current times, with professionalism equating men and women and gender parity being the new mantra, the study establishes the basic foundation of a successful work- life balance which helps improve performance, leading to efficiencies and creates opportunities to grow as successful professionals as well as human beings. References Eisenberg, E. M. Ambiguity as Strategy in Organizational Communication. Communication Monographs Published in 1984. Medved, Caryn E. The Everyday Accomplishment of Work and Family: Exploring Practical Actions in Daily Routines Published in 2002.

The True Ending :: essays research papers

The True Ending This is the actual ending to Romeo and Juliet. It wasn’t a happy love story like you might have thought. No it was a horrible tragedy that didn’t really make sense but happened any way. The truth is that only Romeo and Juliet survive, well sort of.   Ã‚  Ã‚  Ã‚  Ã‚  The story starts off at night in a rain storm that doesn’t cease, right after Romeo has slain Paris. Romeo believes that Juliet is dead and goes to see her and kill him if it proves to be true. Romeo never got the friars message and hurry’s to see Juliet.   Ã‚  Ã‚  Ã‚  Ã‚  When Romeo enters the tomb he finds that it is empty. He thinks to himself where could Juliet have gone and is glad that she is not dead. When he leaves the tomb Lord Capulet confronts him. Lord Capulet accuses Romeo of tomb raiding and says that Romeo has stolen Juliet’s Corpse is some sick scheme. They duel and Romeo slays Lord Capulet.   Ã‚  Ã‚  Ã‚  Ã‚  Romeo goes to see the friar and ask for help. The friar says he has none to offer and tells Romeo to leave at once. When Romeo leaves the friar takes a flask of him most potent poison and drinks it. Romeo returns to ask the friar something else and see him die. Romeo runs away in horror. The friar’s page comes with Romeo.   Ã‚  Ã‚  Ã‚  Ã‚  While this is all going on Juliet has wondered into an alley and is surprised bye a rogue of great skill. He offers to help Juliet because he knows what’s going on. He shows Juliet to where Romeo and the page are getting horses ready. Before Juliet can ask him his name or thank him he is gone. Juliet runs to embrace Romeo in her elegant arms arms.   Ã‚  Ã‚  Ã‚  Ã‚  Romeo goes to ask his parents for help, and tells Juliet to stay on here horse and ride away far away if anything goes wrong. When Romeo enters his house and tells his parent everything his father attacks him. Romeo can’t bring himself to slaying his father so he leaves as quickly as he can. He and Juliet ride off but not before passing the Juliet’s nurse. Romeo and Juliet leave the page behind for he is not used to traveling on horseback.

Pizza Hut Marketing Brief Essay

As a matter of fact, we are rooted in family? literally. Two brothers, mom, and $600 turned into the recipe for the world’s largest pizza company in 1958, when a family friend with the idea of opening a pizza parlor approached the two college-age brothers in Kansas. The concept was relatively new at the time, and the brothers quickly saw the potential of this new enterprise. Borrowing $600 from their mother, they purchased second-hand equipment and rented a small building on a busy intersection in Wichita, Kansas. The result of their efforts was the first Pizza Hut and the foundation for what would become the largest and most successful pizza restaurant in the world. How far Pizza Hut came to be Pizza Hut franchisees exemplify the entrepreneurial spirit, which launched our system back in 1958. Through interest and initiative, the Pizza Hut system was able to develop new territories in the United States and overseas. Today, franchisees and joint-venture partnerships account for more than half of the Pizza Hut system’s total units. Our development on the international front is a good indication of the growth that has characterized our system. Following the opening of the first international restaurant in Canada in 1968, Pizza Hut restaurants quickly appeared in Mexico, South America, Australia, Europe, the Far East and Africa. Today, Pizza Hut operates in more than 100 countries and territories throughout the world. How they do their best Family ties. Another important step in our growth came in 1977 when Pizza Hut was acquired by one of the true giants of international business: PepsiCo, Inc. As part of the PepsiCo corporate family, Pizza Hut shared its leadership position with such fine products as Pepsi-Cola ® brand soft drinks and Frito-Lay ® brand snack foods. In October 1997, PepsiCo spun off the restaurant businesses (Pizza Hut, KFC and Taco Bell), and Tricon was founded. May 16, 2002, Tricon officially became YUM! Brands with the addition of two new brands, Long John Silver’s and A&W. YUM! Brands is now the parent company of Pizza Hut, Taco Bell, KFC, A&W and Long John Silver’s and is the world’s largest restaurant company with more than 34,000 restaurants in more than 100 countries and territories. How they’ve earned their reputation During the past four decades we’ve built a reputation for excellence that has earned us the respect of consumers and industry experts alike. Building a leading pizza company has required relentless innovation, commitment to quality and dedication to customer service and value. The qualities of entrepreneurship, growth and leadership have characterized our business through more than four decades of success. Through the strength of our heritage, our culture, our people and franchisees, we look forward to even more success in the decades ahead. Welcome to Pizza Hut Philippines! Philippine Pizza Inc. , the franchise owner and operator of Pizza Hut, has 138 restaurants and still growing, here in the Philippines since it began in 1984. Its locations are strategically located from Baguio to Mindanao & are now the country’s most popular pizza restaurant, with its dine-in restaurants, delivery units and express counters. For the more discerning food enthusiast, there’s Pizza Hut Bistro. A breakthrough concept in dining, Pizza Hut Bistro concept offers the best of casual dining, giving you the chance to enjoy the best Italian-American, along with classy ambience and first class service. Today, Pizza Hut serves over a million pizzas a day in more than 12,689 restaurants in 88 countries making it the No. 1 pizza brand in the world. In the Philippines, Pizza Hut began in 1984. It is now the country’s most popular pizza chain serving Metro Manila and surrounding provinces, as well as Visayas and Mindanao with its Dine-In Restaurants, Delivery Units and Express Counters. The Home of Pan Pizza has indeed come a long way. It is still delighting millions of customers with pizza that is like no other – no wonder it’s the world’s favorite. So why don’t you take home to your loved ones one of our world-famous pizzas today? Vision & Mission Integrity is their Core Value At Pizza Hut, our culture reflects our values. This includes a shared vision of who we are and where we’re headed. And it encompasses everything from the way we treat our customers to how we deal with our competitors. One of the most important values within the Pizza Hut culture is integrity. Our people are committed to providing uncompromising quality and to providing service that is personal. In fact, our people strive each day to provide what we call â€Å"customer mania. † We want to give the kind of service that will make our customers tell stories to their family and friends about Pizza Hut. Our commitment to integrity extends to the role we play in the communities we serve. Wanting to instill a lifelong love of reading in children, we created the BOOK IT!  ® National Reading Incentive Program in 1984. This unique program awards a complimentary Personal Pan Pizza ® and special recognition to elementary school children who achieve set reading goals. Former U. S. Secretary of Education Richard W. Riley cited BOOK IT!  ® as the model for corporate/education partnership. Today, 65% of public, private and parochial schools use BOOK IT!  ® in more than 910,000 classrooms. In 2005, more than 22 million children in the U. S. were enrolled in BOOK IT!  ®. Our integrity is also exemplified by how we treat our employees. We invest heavily in our people through skills training and management development. We encourage them to think unconventionally, to take prudent risks to achieve results. And we provide an informal environment with open communication to give them the freedom to make contributions on their own initiative. This is a part of our culture we value highly. We call it â€Å"ownership. † It’s the feeling that comes from knowing you can affect the company’s direction through your expertise, innovative ideas and hard work. And because we give our employees a stake in the company’s success, they take on the kinds of challenges people in other businesses only dream of. Core CompetencyÃ'Ž For me, Pizza Hut’s Core Competency is their very own unique recipe of their pizza. Frank and Dan Carney’s secret of success is that Pizza Hut pizzas are made with fresh dough baked daily and smothered with our very own Pizza Hut special tomato sauce, tender meat toppings, crunchy vegetables and a double layer of 100% pure imported Mozzarella cheese. The reason behind Pizza Hut’s success all over the world is its steadfast belief and uncompromising drive in providing customers the best in terms of product quality, service, cleanliness and value. Service is an attitude in Pizza Hut. Crew members are trained to make customers feel appreciated. Customers are treated with courtesy, attentiveness, respect, and enthusiasm. Cleanliness is a must in Pizza Hut as much as giving customers the best value for their money. Product Range The most commonly sold food at the restaurants is the â€Å"Pan Pizza†, which usually comes in four different sizes including Personal Pan (which is an individual serving), Small, Medium and Large, although most stores have done away with the small size. They come in a variety of toppings, including â€Å"specialty† styles, which consists of Meat Lovers, Pepperoni Lovers, Cheese Lovers, Veggie Lovers, Double Cheeseburger, Supreme, and Super Supreme, which is Pizza Hut’s most expensive pizza. Pan Pizza has a thicker crust than most other commercially available pizzas. Unlike most of Pizza Hut’s competitors (such as Domino’s deep dish or Papa John’s Perfect Pan), Pizza Hut does not charge extra for its pan pizza, except in Poland. In addition to the Pan Pizza they sell garlic cheese bread, which was the idea of a Grand Rapids, Minnesota employee named Mark Bondhus in 1979, Pizza Hut also sells â€Å"Stuffed Crust† (with the outermost edge wrapped around a coil of mozzarella cheese); â€Å"Hand-Tossed† (which is more like traditional pizzeria crusts); â€Å"Thin ‘N Crispy† (a thin and crispy dough which was the original crust); â€Å"Bigfoot†, which is a two-foot by one-foot square cut pizza; and the Dippin’ Strips pizza, which is similar to a Sicilian pizza but is cut into small strips that can be dipped into a number of sauces. Another is the â€Å"Edge† pizza, where the pizza is baked with no puffy crust, and the toppings reach nearly to the edge of the pie. Pizza Hut experiments with new products frequently. Less successful ones have been discontinued. These include Chicago Dish Pizza and Sicilian pizza; the Sicilian Pizza made a 2006 comeback as the Lasagna Pizza. Other products Pizza Hut has offered are the â€Å"P’zone†, Pizza Hut’s version of the calzone; the â€Å"Cheesy Bites†, similar to the â€Å"Stuffed Crust† except the crust has been divided into bite-sized pieces that can be pulled apart; and the â€Å"Insider†, where a layer of cheese is in between two layers of dough. Pizza Hut also has a number of side dishes including bread sticks, cheese sticks, cinnamon sticks, mozzarella sticks, onion rings, hot and mild chicken wings, boneless wings, chicken munchers, jalapeno poppers, and garlic bread. Depending on the individual restaurant size, Pizza Huts also may offer pasta dinners such as Spaghetti and Cavatini – a mixture of Cavatelli (shells), Rotini (spirals), and Rotelle (wheels). They often come with a side of garlic bread. Some Pizza Huts also serve lunch and dinner buffets with numerous types of pizza, breadsticks and pastas, as well as a salad bar. A new, upscale concept was unveiled in 2005, called â€Å"Pizza Hut Italian Bistro†. Unveiled at fifty locations nationwide, the Bistro is similar to a traditional Pizza Hut, except that new pasta dishes are offered, such as penne pasta, chicken pomodoro, toasted sandwiches and other foods. Instead of black, white, and red, Bistro locations feature a burgundy and tan motif. Pizza Hut Bistros still serve the chain’s traditional pizzas and sides as well. Key Officers PIZZA HUT MANAGEMENT STRUCTURE SUPPORT MANAGER The Support Manager is part of the management team and will help run our business by either managing shifts or working as a key team member. The key skills required for this role include flexibility, communication, leadership, teamwork and customer service. DEPUTY DESIGNATE MANAGER This is the role in which most new recruits kick off their management careers with us. After completing your initial training, you will take responsibility for key areas of the business, assisting the management on a day-to-day basis. We will look to you to get involved in customer service, team training and development and business controls. DEPUTY MANAGER The Deputy Manager works as part of the management team to ensure that the restaurant operates effectively, meeting sales and profit targets and quality standards. The role is also to assist the manager in ensuring that all the team is recruited and trained to meet all quality and product standards. The Deputy Manager will take responsibility for the restaurant on the shifts that they run and will assist the manager on financial reporting and analysis of the business. RESTAURANT GENERAL MANAGER. The Restaurant General Manager has a responsibility for the running of the restaurant, managing the business as if it were their own: managing the financial side, product ordering, production, quality monitoring, customer service and training and development of staff. Restaurant General Managers can progress on to become Area Managers who manage ten restaurants or more. They can also work on secondments at the Restaurant Support Centre in IT, Training, Marketing and Human Resources. Pizza Hut is committed to recruiting and developing the very best people. We have a strong track record of developing our very best people at every level. In fact all our Managers and half our Area Managers started working for us as trainees. We promote on merit and ability and have an excellent training program to assist in people development. The Training & Development Team: This team aims to support and develop team members to their fullest potential, using various programmes such as the Expert training programme, as well as the Developing Champions training programme for all levels of restaurant management. In addition we invest heavily in the further development of our management population through core and fast track management development programmes and specific technical training. The Recruitment Team: The Recruitment Team is split into two separate teams, one recruiting for management positions within the restaurants and the other recruiting for positions within the Restaurant Support Centre. Both teams work to recruit the right people into the right positions. The Compensation & Benefits Team: This team aims to provide all Pizza Hut (UK) employees with a comprehensive and competitive benefits package, including; fair pay, bonus, health care and pension. The team also works to produce HR policies and procedures, which are in line with UK legislation and manages the employment tribunal process, as well as managing HR information. The HR Operations Team: This is dedicated generalist HR support for the Managers and Team Members working in the restaurants. This team is separated by regions, and aims to support our employees through manpower planning, district compensation and benefits, employee relations, welfare advice and the further development of Customer Mania. The Organisational Development and Communications Team: This team focuses on business communication, organisational development and change. It also aims to support and develop team members to their fullest potential within our Restaurant Support Centre. 2. ) The Product Brand and Logo *Different Pizza Hut Product Logos* Stuffed Crust Pizza ? Launched 1995 The commercial for the Garlic, Herb and Cheese Stuffed Crust Pizza started with Jonathan Ross and Caprice. 135 pizzas were needed to shoot the ad, as fresh pizzas were bought onto the set every 5 minutes. Sicilian Pizza ? Launched 1997 The then Chelsea supremo Ruud Gullit was the big name star to feature in an hilarious Pizza Hut ad. The ad promoted Pizza Hut’s sensational Sicilian pizza ? the first pizza with corners. It only took 7 takes before Ruud was delivering his lines to perfection. It certainly compared favourably with Gareth Southgate, who took 27 takes for just one scene! Grand Pan Pizza ? Launched 1998 Pizza Hut reunited the classic comedy duo ? The Two Ronnies’ in an amusing ad campaign to mark the relaunch of Grand Pan. Ronnie Corbett is seen in the ad devouring a giant pizza, which measured 5 feet in diameter and had to be carried on set by 3 members of the film crew. Over the 5 days it took to shoot the commercial, 6 team members cooked an astonishing 550 Grand Pan pizzas. The Italian ? Launched 1999 In 1999 Pizza Hut launched a new thinner, lighter pizza in the traditional style. Soon it was accounting for 1 in every 4 Pizza Hut pizzas sold. The advertising campaign featured a chef gaining inspiration for the thin pizzas from flattened objects ranging from hats to flying saucers. The Edge ? Launched 2000 In 2000 Pizza Hut took consumers to The Edge with a new pizza which had no crust and loads of toppings all the way to the edge. The advertising captured excitement of the pizza and the unique cut with 16 pieces, which makes it great for sharing. Twisted Crust ? Launched 2001 Twisted Crust is a favourite with a seasoned twisted crust that can be ripped and then dipped into 2 delicious sauces. Pizza Hut invested over ? 3m in a multi media campaign to support the new pizza with advertising on TV, Radio, Outdoors and Print. The Quad ? Launched 2002 In May 2002 Pizza Hut launched the first UK developed new product. The Quad is four delicious pizzas in one, so when you can’t decide?have them all! Pizza Hut invested ? 3. 5m in a multi media campaign to support the new pizza with advertising on TV that featured the infamous Pop Idol Judges. The Big New Yorker ? Launched 2004 Pizza Hut launches its BIGGEST ever pizza! At the BIG value price of just ? 9. 99 it’s a staggering 50% bigger than a large Pizza Hut pizza making it the hottest and widest import since J-Lo first hit the UK shores. 4forALL ? Launched 2005 The 4forALL is 4 delicious square pizzas, individually topped with Pepperoni, Chicken Supreme, Vegetable Supreme and Margherita. It is the perfect product for Pizza Hut as it offers great tasting combinations of toppings to share and engages our customers in an exciting and interactive way. The Dipper ? Launched 2006 The Pizza Hut Dipper is the perfect pizza for sharing, with sixteen pieces which you can dunk, dip, dab and dollop into a selection of delicious dips including BBQ, Sour Cream and Sweet Chilli. Only suitable for people who are deeply dippy about pizza! Cheesy Bites ? Launched 2006 Calling all small kids, big kids, Mums, Dads, sisters and brothers to RIP, POP and SHARE the fun with Pizza Hut’s latest invention ?the new Cheesy Bites pizza. Heralded as Pizza Hut’s most innovative pizza EVER, Cheesy Bites is perfect for popping with 28 delicious cheesy filled bites coated with yummy garlic butter. Production Process A key part of Pizza Hut’s success has come from product innovation. The New Product Development Team runs focus groups with customers to generate ideas for new products. These ideas are then turned into concepts that are then put in front of a customer panel to see how exciting they are. The best concepts are then transformed into actual products ready to be tested by customers. If a product proves popular then it will move into the next stage of the marketing process. The Retail Marketing Team is responsible for creating awareness and bringing the new product to life. Marketing agencies are asked to develop creative ideas for advertising, in store point of sale material, leaflets and online promotion. The Retail Marketing Team are responsible for creating awareness and bringing the new product to life. Marketing agencies are asked to develop creative ideas for advertising, in store point of sale material, leaflets and online promotion. A lot happens behind the scenes to make sure that we achieve another of our values, executional excellence. The Finance team investigates the financial implications; the Operations team check that the idea will work in practice; Supply Chain source the ingredients or kitchen equipment and the HR team conduct training programmes for the teams in store. Pizza Hut adopts a truly integrated approach. Ingredients or Features ?Pizza Hut bought over 8,500 tonnes of cheese ? enough cheese to cover the surface of four football pitches! ? Pizza Hut served 50 million slices of garlic bread ?using approximately 12,500,000 cloves of garlic. ?Pizza Hut uses the equivalent of 525 million pounds of Portuguese tomatoes each year and more than 700 million pounds of pepperoni per year to make its pizzas. ?The cheese found in Pizza Hut’s Stuffed Crust pizza is imported from Wales. ?Pizza Hut pizzas are made with fresh dough baked daily and smothered with our very own Pizza Hut special tomato sauce, tender meat toppings, crunchy vegetables and a double layer of 100% pure imported Mozzarella cheese. ?Pizza can be part of a well-balanced meal. Ingredients in our pizzas include protein, complex carbohydrates, Vitamin A and calcium. And, depending on the toppings you choose, our pizzas have items from all of the four major food groups – meat, dairy, fruits and vegetables, and grains! Benefits or Advantages ?Their pizzas have Vitamin A and calcium. ?It is now more than just a pizza place. ? It offers a unique casual dining experience that is different from the usual fast-food environment. ?The casual dining restaurant now has an expanded pizza menu, appetizers such as ribs and a new line of desserts, soup options, smoothies, a variety of pasta dishes and a whole lot more. Veering away from plastic and tiles typical of fast-food joints of old, Pizza Hut now has a very classy, casual-dining feel with sleek wooden furniture, warm, ambient lighting, and a touch of whimsy dominating the whole interior. With the new ambience come more customer interaction and service that is made doubly fast and extra friendly. Packaging Their Pizza Boxes and other products have been packed in a unique and modern style of packaging. Price/ Value Pizza Hut Company offers an affordable price that meets the customers’ expectations to the product. Place or Distribution PROPERTY. The role of the property department is to ensure that our growth strategy is fulfilled via: ? Re-imaging current restaurants to keep them contemporary and appealing for both current and new customers. ?Developing new restaurants. These are some key criteria for the site of a new restaurant: 1. It should be in an out of centre location on a retail or leisure park with good parking and accessibility. 2. The tenant mix of the park must be of good quality with the ability to draw from a wide area. 3. Ideally there should be a wide range of users giving both a day and night time activity to the area. 4. The catchment area is of a specified minimum size and within a given drive time to the site. 5. There is good visibility both to the passing traffic and users of the park and corresponding good access to the unit. 6. The park will remain the major draw within its catchment area both now and in the future. 7. There is the opportunity to build a freestanding unit of Pizza Hut’s standard external design. 8. The unit can be standard size, built in line with our standard specification. 9. Ideally there is a 25-year lease with the opportunity for periodic rent reviews and exclusivity of pizza sales on the park. Pizza Hut International Places of Distribution *Pizza Hut restaurants are located throughout the world. Like many international chain restaurants, Pizza Hut locations outside of the United States and Canada offer different menu choices based on food traditions of the local culture. )Andorra, Bangladesh, Bulgaria, China, Hong Kong, Costa Rica, Egypt, Germany, Greece, India, Israel, Japan, Luxembourg, Malaysia, Netherlands, New Zealand, Pakistan, Philippines, Romania, Russia, Serbia, Singapore, Mexico, Spain, Sri Lanka, UK & Ireland) Promotion History ?(more information are explained in Brand & Logo Category) ? Old in-restaurant ad for Pizza Hut’s Pan Pizza ? Pizza Hut ad with the Muppets ? Pizza Hut â€Å"Dippin’ Strips† ad ?Pizza Hut’s main advertising slogan is â€Å"Gather ’round the good stuff†. Pizza Hut does not have an official international mascot, but at one time, there were commercials in the United States called ‘The Pizza Head Show. ‘ The ads featured a slice of pizza with a face made out of toppings called ‘Pizza Head’. In Australia during the Mid to late 1990s, the advertising mascot was a delivery boy named Dougie, with boyish good looks who, upon delivering pizza to his father, would hear the catchphrase â€Å"Here’s a tip, be good to your mother†. ? In 1994, Donald Trump and ex-wife Ivana Trump starred in a commercial. The ending of the commercial showed Ivana Trump asking for the last slice, to which Donald replied, â€Å"Actually dear, you’re only entitled to half†, a play on the couple’s recent divorce. ?In 1995, Ringo Starr starred in a Pizza Hut commercial which also featured The Monkees. Rush Limbaugh also starred in a Pizza Hut commercial the same year. ?In 1997, former Soviet Union President Mikhail Gorbachev starred in a Pizza Hut commercial to raise money for the Perestroyka Archives. In recent years, Pizza Hut has had various celebrity spokespeople, including Jessica Simpson, the Muppets, and Damon Hill and Murray Walker. Recent commercials have Queen Latifah providing the voiceover. Also in 1997, Pizza Hut, reunited â€Å"greatest of all time boxer† Muhamad Ali with trainer Angelo Dundee in a sentimental made for Super Bowl commercial. ?Talk show host, Jonathan Ross, co-starred in an ad with American model, Caprice Bourret. They were used to advertise the stuffed crust pizza, with Jonathan Ross saying â€Å"Stuffed Cwust†, to which is a play on Jonathan’s pronunciation of ‘R’s. Another UK ad shows British Formula One driver Damon Hill visit a Pizza Hut restaurant and order a pizza, with famous F1 commentator Murray Walker visiting with him, and narrating as though it was a Formula One race. As Hill is about to finish his meal, Walker, in a play on Hill’s 1994 & 1995 seasons, shouts â€Å"And Hill finishes second, again! † at which Hill grabs Walker by his shirt and shakes him angrily, Walker proclaiming, in his usual tones, â€Å"He’s lost it! He’s out of control! † ? The 1990 NES game Teenage Mutant Ninja Turtles II: The Arcade Game, came with a coupon for a free pizza. The game was filled with Pizza Hut advertising and pizza that would refill the character’s life. ?Pizza Hut sponsored the first space pizza delivery in 2001, and paid for their logo to appear on a Russian Proton rocket in 2000. [12] ? In Australia, 2006 saw the introduction of a mascot in Pizza Hut’s advertising – â€Å"Pizza Mutt†, a small dog who delivers pizzas. ?Early 2007 saw Pizza Hut move into several more interactive ways of marketing to the consumer. Utilizing mobile phone SMS technology and their MyHut ordering site, they aired several television commercials (commencing just before the Super Bowl) containing hidden words that viewers could type into their phones to receive coupons. Other innovative efforts included their â€Å"MySpace Ted† campaign, which took advantage of the popularity of social networking, and the burgeoning user-submission marketing movement via their Vice President of Pizza contest. Historical Sales (Arranged from Recent) 2006- Whitbread sells their share of the joint venture to Yum! Brands Inc. Pizza Hut UK Ltd is now 100% owned by Yum! Cheesy Bites is launched! 697 restaurants now in the UK! 154 stores are franchise owned by 61 franchisees. 2005- The 4forALL is launched. Over 600 restaurants now open in the UK. 70 of them are Franchise units 2004- Pizza Hut launches The Big New Yorker 2003- 500 restaurants are now open throughout the UK, employing over 20,000 people. 2002- Tricon Global becomes YUM! Brands Inc. The Quad Pizza is launched in the UK. Pizza Hut opens its 500th restaurant. A & W and Long John Silver’s join the Yum brand. 2001- Pizza Hut begins a franchising programme with its delivery stores 2000- Pizza Hut introduces The Edge, a thin pizza with toppings all the way round the edge 1999- Pizza Hut has over 400 restaurants, employing 14000 people. The Italian Pizza is launched in the UK 1998- Pan Pizza is relaunched as Grand Pan in the UK 1997- PepsiCo decided to focus on their drinks business. As a result, Tricon Global Restaurants is born, creating the largest restaurant brand in the World. Tricon became the partner company with Whitbread. The Sicilian Pizza is launched in the UK. There are 277 restaurants and 100 delivery stores in the UK 1995- Stuffed Crust is launched in the UK 1994- 10,000 Pizza Huts are open world-wide 1993- There are 300 restaurants and delivery stores in the UK 1992- There are 9000 restaurants in 84 countries 1990- Pizza Hut reaches Russia. In the UK there are now 200 restaurants 1989- The first restaurant is converted into a Restaurant Based Delivery store 1988- The UK’s first delivery unit opens in Kingsbury, London 1987- An average of one restaurant opened each week in the UK 1986- 100 restaurants in the UK and 5000 world wide. 1984- 50 restaurants so far in the UK 1982- UK joint venture commences between PepsiCo and Whitbread 1980- Pan Pizza Introduced 1977- PepsiCo buys Pizza Hut 1973- Pizza Hut goes international with restaurants in Japan, Canada & England. The first UK Pizza Hut opens in Islington, London 1972- 1000 restaurants are open throughout the USA 1958- Frank and Dan Carney open the first Pizza Hut in Wichita, Kansas Seasonality Pizza Hut pizzas are made for all seasons. However, minor products can be categorized seasoning. 3. ) The Market Market Demographics & Market Psychographics. (Age, Sex, SEC, Geography, Civil Status, Educational Attainment, Occupation) & ( Mindset, Outlook, Lifestyle, Influences, Media Habits, Consumption Behavior) The role of marketing within Pizza Hut is to ensure that the needs of customers are met whilst ensuring that the business makes money! Pizza Hut has a broad range of customers, as pizza is extremely popular to a wide variety of people. The first task is to understand our consumers by living our first value of customer mania. We invest considerable resources in researching who our customers are and their needs. For our Full Service Restaurants our primary customer segment is families with the need for a special place to share those little everyday moments. For the Home Delivery Service the primary customers are teens and young adults who seek convenience. We also conduct market research to find out what our customers think of the brand, whether they remember the advertising and what their dining experiences have been like. Having identified what the customer needs and wants are from our brand, the Marketing team is responsible for developing new products and new promotions to satisfy these needs and increase sales and profitability. 4.) The Industry Competitors Finance, Market Shares and Comparative Pricing In support of our business goals, the Pizza Hut Finance function is split into three teams: Control, Planning and SCM. The overall role of Financial Control is to ensure that our financial statements are accurate and reflect a true and fair view of our business performance. It ensures that all transactions entered into by Pizza Hut are appropriately recorded. It also has the responsibility to ensure that our assets are protected, through appropriate controls and processes. Within Financial Control, we have teams that are responsible for the following: ? Preparing and reporting accurate data to senior management, Yum and Statutory Bodies ? Supporting the expansion programmes of the Franchising and Business Development teams. ?Analysing variances from Plan and Forecasts to facilitate and influence decision-making. ?Paying over 18,500 employees on a weekly basis and 15,000 employees every four weeks, ensuring the related tax and statutory responsibilities are discharged. ?Paying suppliers who supply food, drink and the services that we need to run our restaurants. ?Treasury and Tax management. ?Insurance and Estates management. ?Loss Prevention. We also have specialised tax expertise to ensure that our Corporation, VAT, PAYE, NI and all relevant tax liabilities to the government is calculated properly. Planning’s role is to ensure that our underlying business performance is analysed and understood, that our business and units have suitably stretching performance targets and that our continual drive to improve our business return is well on track. Structurally, Planning is split into three teams: 1. Business Planning, who manage the total business and individual unit budgeting process, as well as providing commercial analytical support for our operations. 2. Sales & Marketing Planning, who ensure that Marketing initiatives are rigourously evaluated and aligned with our strategic and financial goals. 3. Capital Planning, where our focus on returns is displayed through control of investment processes. SCM is responsible for procurement for food and non-food items and managing the logistics of delivering products from suppliers to the outlets. More specifically this involves: – Supply chain strategy development for both short and long term – Supplier development for both existing and new products. – Negotiating and managing contracts for food suppliers as well as services – Working on cost reduction projects in conjunction with QA and operations – Negotiate and manage distribution contracts and ensure contract delivery performance to outlets remain at certain standards – Support strategic initiatives and cross functional projects like new product launches, promotion management Control, Planning and SCM team members spend much of their time helping other team members in Pizza Hut and in turn are sought out to add commercial and financial advice to the business as we work together in achieving our business goals.   

Employee Resistance to Change Essay

Contemporary business dynamics are pressuring organisations to change and adapt effective strategies to operate and remain competitive within this competitive environment. As a result, organisations are responding by embracing change as part of the transformation and strategising process (Pieterse, Caniels & Homan, 2012, p. 799). However, when changes in the organisations occur, employees are likely to resist such changes (Zwick,  2002, p. 542). According to Bovey and Hede (2001, p. 372) when people are confronted with major organisational changes, they are likely to go through a reaction process because change involves moving from known to unknown. Employee resistance to change occurs when managers adopt top-down change process, forgetting that employees are important part of the change process; employee inclusion and motivation is crucial and inevitable. This paper is conducted to explore the main problem of employee resistance to change and motivating factors that lead to employ ee resistance. This essay will also propose recommendation of appropriate solutions to this problem. Organisations in the 21st century have to strategise and establish effective competitiveness by undertaking transformational change initiatives. Transformational change requires organisations to make radical modifications to their business models as part of dealing with contemporary uncertain business environment as well as repositioning effectively in the wider business environment (Pieterse, Caniels & Homan, 2012, pp. 799-800). Organisational managers would want to lead relatively smooth and productive change initiatives as part of their responsibilities of managing organisations appropriately. However, when changes do occur, Manuela & Clara (2003, p. 148) has established that employees are likely to resist the changes. Resistance has to  be viewed as a natural process that is bound to happen and should be expected to any change process. Resistance to organisational change manifests in several ways. According to Bovey and Hede (2001, p. 540) major ways in which resistance to change occurs include employees having grievances, level of turnover increasing, efficiency declining, output decreasing, and aggression to management increasing. Many organisations desire to undertake changes that transform and positively impact their organisation, although this does not happen in many cases. According to Pieterse, Caniels and Homan (2012, p. 798) change is becoming a common element of organisational life. Balogun and Hailey (2008) point out that organisation that are keen to remain competitive are those that are continuing to adapt to changing business environment. However, even when this is the case, Grant and Marshak (2011, p. 204) have argued that effective organisational changes are unlikely to be experienced by an organisation when they are initiated. In an earlier research that was carried out by Hughes (2011, p. 451) it was argued that 70% of change programmes that organisations undertake fail to achieve their intended outcomes or purposes. At the same time, Schraeder (2004, p. 340) found out that 34% of organisations that undertake organisational changes are likely to achieve positive results, meaning that 66% of organisations are bound to fail in their change initiatives. As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp. 43-45). Top-down change process provides prescription that  has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of change and its implications, having conviction that change lacks sense for the organisation, and employees having low tolerance. In addition, employees resist change, which according to Martin, Jones & Callan (2005, pp. 265-268) is as a result of developing selective negative perception to the process, having habit of not tolerating change, viewing change as inconveniencing or loss of freedom, fear of economic implications from the process, fear of unknown, and remembering past bad experiences with change process. Organisations can address employee resistance to organisational change by implementing three categories of recommendations based on the Kurt Lewin Change Model. Lewin’s model is also known as ‘Unfreeze-change-refreeze’ approach, where any change process in the organisation should be embraced after having thorough understanding of the process and adequate motivation for those affected has to be facilitated (Brisson-Banks, 2010, p. 244). The first stage of change involves unfreezing, which should involve  organisations making adequate preparations in order for anticipated changes to be accepted. This is a stage where status quo impeding change process should be diluted and broken successfully. During the unfreezing, it is important for organisation to undertake several measures aimed at reducing resistance: have clear picture of what should be changed, research to establish current state of the organisation, have clear understanding of what change should be pursued, and generate adequate support from the management for the process (Brisson-Banks, 2010, p. 244). At the same time, management should create need and desire for change in the organisation by creating an attractive and motivating message about the importance of change for the organisation and communicating it to employees, developing a vision and mission that employees are able to buy into, increasing communication among affected employees, and re-emphasising to employees the importance of change (Smith, 2005, p. 410). Another important step is for management team to understand doubts and concerns that employees are manifesting and be in a position to address and respond to them appropriately. The second stage involves an organisation undertaking and implementing change process while working and diluting all sources that may breed resistance to the process. Change becomes successful when communication and sharing of information takes place frequently (Weber & Weber, 2001, pp. 291-292). Communication is well planned and implemented as part of the change process. At the same time, management should from time to time communicate to employees benefits that are bound to come from implementing change programmes. In this case, it is recommended that management should clearly  explain exact benefits that will occur and how the whole process will affect employees (Burnes, 2004, p. 313). Furthermore, greater effort should be directed towards preparing employees who are affected by the process. The idea should be to introduce change programmes on gradual process, and fostering monitoring, while communicating and sharing information by all stakeholders involved. Consequently, management should work to dispel suspicion, misunderstanding, and fear among employees that compound the process (Wim, 2005, pp. 129-130. This should be achieved through providing timely, open, and honest answers to all concerns by employees, dealing with emerging problems immediately, and developing a positive change picture in the minds of employees (Weber & Weber, 2001, pp. 291-292). More importantly, organisations can foster less resistance to change process when they empower employees by increasing opportunities to enable employees participate in the process, providing proper direction to employees, and enhancing employee engagement in the process (Denise, Rodney & Schmaltz, 2003, p. 317). Additionally, employees should be involved in each stage of change process, develop sense of owning the process, and feeling to participate in the process adequately while their needs are addressed effectively. The last stage of the change process involves refreezing, where effort should be enhanced to ensure changes taking place are being anchored in the culture and employees being motivated to sustain them in their daily activities. In this stage, management of the organisation should ensure employees have greater roles to play in ensuring change process generates long-term benefits (Brisson-Banks, 2010, p. 245). This should involve providing necessary support to employees such as re-training them to acquire new  skills to engage more in the change process. At the same time, effective and adequate participative leadership should be provided to help employees see greater benefits of the change process (Brisson-Banks, 2010, pp. 245-248). In addition, management should create an inclusive reward system to motivate employees and recognise their positive contribution to the change process. Also, effective feedback systems that respect employees should be created to use in monitoring and evaluating the whole process of change in the organisation (Barratt-Pugh, Bahn & Gakere, 2013, p. 752). Besides, information sharing and support for employees should be enhanced and employees should be adequately motivated to a level they feel to be part and parcel of the process, they own it, and their needs are respected and protected (Barratt-Pugh, Bahn & Gakere, 2013, p.756 ). These recommendations aim to ensure employee resistance to organisation change is diluted and where necessary minimised. In conclusion employee resistance to change is a common phenomenon for organisations aiming to transform and change. Resistance to change is motivated by numerous factors within and outside organisation. Employee resist changes in most cases when changes being introduced have a top-down approach that exclude and isolate employees. Employee resistance to change has diverse outcomes, which means that when resistance to any change process occurs, it is important for the management to find appropriate ways to approach the problem. This paper is conducted to analyse and discuss employee resistance to change as a problem and proposed recommendations to address the problem when it occurs. Reference List Awasthy, R., Chandrasekaran, V., Gupta, R. K. 2011. Top-down Change in a Public Sector Bank: Lessons from Employees’ Lived-in Experiences. Journal of Indian Business Research, 3(1), 43-62. Ayodeji, A. A., & Oyesola, R. 2011. Managing Deviant Behaviour and Resistance to Change. International Journal of Business and Management, 6(1), 235-242. Barratt-Pugh, L., Bahn, S., & Gakere, E. 2013. Managers as Change Agents: Implications for Human Resource Managers Engaging with Culture Change. Journal of Organisational Change Management, 25(4), 748-764. Bovey, W. H., & Hede, A. 2001. Resistance to Organisational Change: The Role of Cognitive and Affect Processes. Leadership & Organisation Development Journal, 22(8), 372-382. Brisson-Banks, C. V. 2010. Managing Change and Transitions: A Comparison of Different Models and their Commonalities. Managing Change and Transitions, 31(4/5), 241-252. Burnes, B. 2004. Kurt Lewin and Complexity Theories: Back to the Future? Journal of Change Management, 4(4), 309-325. Denise, L., Rodney, N. L., & Schmaltz, J. 2003. Managing Resistance to Change in Workplace Accommodation Projects. Journal of Facilities Management, 1(4), 306-321. Grant, D., & Marshak, R. J. 2011. Toward a Discourse-Centred Understanding of Organisational Change. The Journal of Applied Behavioural Science, 47(2), 204-235. Hughes, M. (2011). Why Does Change Fail, and What Can We Do About It? Journal of Change Management, 11(4), 451-464. Manuela, P., & Clara, M. F. 2003. Resistance to Change: A Literature Review and Empirical Study. Management Decision, 41(2), 148-155. Martin, A. J., Jones, E. S., & Callan, V. J. 2005. The Role of Psychological Climate in Facilitating Employee Adjustment During Organisational Change. European Journal of Work and Organisational Psychology, 14(3), 263-289. Pieterse, J. H., Caniels, M. C., & Homan, T. 2012. Professional Discourses and Resistance to Change. Journal of Organisational Change Management, 25(6), 798-818. Schraeder, M. 2004. Organisational Assessment in the Midst of Tumultuous Change. Leadership and Organisation Development Journal, 25(4), 332-348. Smith, I. 2005. Achieving Readiness for Organisational Change. Library Management, 26(6/7), 408-412. Yilmaz, D., Kilicoglu, G. 2013. Resistance to Change and Ways of Reducing Resistance in Educational Organisations. European Journal of Research on Education, 1(1), 14-21. Weber, P. S., & Weber, J. E. 2001. Changes in Employee Perceptions During Organisational Change. Leadership & Organisation Development Journal, 22(6), 291-300. Wim, J. L. 2005. The Role of Communication in Organisational Change. Corporate Communications: An International Journal, 10(2), 129-138. Zwick, T. 2002. Employee Resistance Against Innovation. International Journal of Manpower, 23(6), 542-552. 10 | P a g e Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change

Free Essays on Roaring 20s

The Roaring 20s refers to the "golden" decade of growth between 1920 - 1930 in post-war America. America in the 1920s was full of prosperity, growth, and was considered a crossroad of the traditional and modern. Such as the Fundamentalists of "old school" religion clashing with the Modernists of new religion. Standard of living rose greatly, and for the first time, more of the population lived in urban areas, rather than in the rural farms. The decade of 1920 brought forth many positive changes in America that altered it to meet the changes of society. The so-called "roaring 20s" of the 1920s America can be seen as an accurate portrayal of America, for America was becoming a contemporary society; America began progressing at a rapid pace. The decade of the 1920s included many changes, inventions, and developments which transformed a traditional American society into a modern American society- a society in which the conflict of traditional v. modern had lasting effects on American so ciety. Such cultural changes which conflicted with past tradition would include the invention of the automobile, the changing role of women, the role of science and religion, as well as new technology that were introduced and furthered in the decade of the "roaring 20s". [12] Around this period, America was bouncing back from the recession of war. In this post-war America, America slowly began to make progression after the First World War. Henry Ford perfected the assembly-line production to where this famous Rouge River Plant was producing a finished automobile every ten seconds. Sports were buoyed by people like home-run hero Babe Ruth and boxers Jack Dempsey and Georges Carpentier. In 1929, when the bull market collapsed, 26 million motor vehicles were registered in the United States, or 1 car per 4.9 Americans. New industries came about as a result from the automobile- industries such as tires, cloth/fabric, roads (construction), and glass. These ... Free Essays on Roaring 20s Free Essays on Roaring 20s The Roaring 20s refers to the "golden" decade of growth between 1920 - 1930 in post-war America. America in the 1920s was full of prosperity, growth, and was considered a crossroad of the traditional and modern. Such as the Fundamentalists of "old school" religion clashing with the Modernists of new religion. Standard of living rose greatly, and for the first time, more of the population lived in urban areas, rather than in the rural farms. The decade of 1920 brought forth many positive changes in America that altered it to meet the changes of society. The so-called "roaring 20s" of the 1920s America can be seen as an accurate portrayal of America, for America was becoming a contemporary society; America began progressing at a rapid pace. The decade of the 1920s included many changes, inventions, and developments which transformed a traditional American society into a modern American society- a society in which the conflict of traditional v. modern had lasting effects on American so ciety. Such cultural changes which conflicted with past tradition would include the invention of the automobile, the changing role of women, the role of science and religion, as well as new technology that were introduced and furthered in the decade of the "roaring 20s". [12] Around this period, America was bouncing back from the recession of war. In this post-war America, America slowly began to make progression after the First World War. Henry Ford perfected the assembly-line production to where this famous Rouge River Plant was producing a finished automobile every ten seconds. Sports were buoyed by people like home-run hero Babe Ruth and boxers Jack Dempsey and Georges Carpentier. In 1929, when the bull market collapsed, 26 million motor vehicles were registered in the United States, or 1 car per 4.9 Americans. New industries came about as a result from the automobile- industries such as tires, cloth/fabric, roads (construction), and glass. These ...

Profile of Panama for Spanish Students

Profile of Panama for Spanish Students Introduction: Panama historically has had closer ties with the United States than any country in Latin America other than Mexico. The country is known best, of course, for the Panama Canal, which the United States built for both military and trade purposes at the start of the 20th century. The United States maintained sovereignty over parts of Panama until 1999. Vital Statistics: Panama covers an area of 78,200 square kilometers. It had a population of 3 million at the end of 2003 and a growth rate of 1.36 percent (July 2003 estimate). The life expectancy at birth is 72 years. The literacy rate is about 93 percent. The countrys gross domestic product is about $6,000 per person, and a little more than a third of the people live in poverty. The unemployment rate was 16 percent in 2002. Main industries are the Panama Canal and international banking. Linguistic Highlights: Spanish is the official language. About 14 percent speak a creole form of English, and many residents are bilingual in Spanish and English. About 7 percent speak indigenous languages, the largest of them being Ngberre. There are also pockets of Arabic and Chinese speakers. Studying Spanish in Panama: Panama has several small language schools, most of them in Panama City. Most of the schools offer home stays, and costs tend to be low. Tourist Attractions: The Panama Canal is on most visitors must-see list, but those coming for extended stays can find a wide variety of destinations. They include beaches on both the Atlantic and Pacific oceans, Darien National Park and cosmopolitan Panama City. Trivia: Panama was the first Latin American country to adopt the U.S. currency as its own. Technically, the balboa is the official currency, but U.S. bills are used for paper money. Panamanian coins are used, however. History: Before the Spanish arrived, what is now Panama was populated by 500,000 or more people from dozens of groups. The largest group was the Cuna, whose earliest origins are unknown. Other major groups included the Guaymà ­ and the Chocà ³. The first Spaniard in the area was Rodrigo de Bastidas, who explored the Atlantic coast in 1501. Christopher Columbus visited in 1502. Both conquest and disease reduced the indigenous population. In 1821 the area was a province of Colombia when Colombia declared its independence from Spain. Building a canal across Panama had been considered as early as the mid 16th century, and in 1880 the French tried - but the attempt ended in the death of some 22,000 workers from yellow fever and malaria. Panamanian revolutionaries secured Panamas independence from Colombia in 1903 with military support from the United States, which quickly negotiated the rights to build a canal and exercise sovereignty over land on both sides. The U.S. started construction of the canal in 1904 and finished the greatest engineering achievement of its time  in 10 years. Relations between the U.S. and Panama in coming decades were strained, largely due to popular Panamanian bitterness over the prominent role of the U.S. In 1977, despite controversies and political snags in both the U.S. and Panama, the countries negotiated an agreement turning over the canal to Panama at the end of the 20th century. In 1989, U.S. President George H.W. Bush sent U.S. troops to Panama to oust and capture Panamanian President Manuel Noriega. He was forcefully brought to the United States, put on trial for drug trafficking and other crimes, and imprisoned.   The treaty turning over the canal was not fully accepted by many political conservatives in the United States. When a ceremony was held in Panama in 1999 to formally turn over the canal, no senior U.S. officials attended.

Analysis of Article about Renewable Energy and Climate Change Annotated Bibliography

Analysis of Article about Renewable Energy and Climate Change - Annotated Bibliography Example The temperature of the earth is increasing due to entrapment of sun’s heat and light by the greenhouse gases such as methane, carbon dioxide, and water vapor among others. As a result, global warming affects the life of living beings on land and water as well. Thus, many species of aquatic plants and animals have become extinct from the global history. In addition, many human beings also lost their lives due to loss of shelter, food and water. Apart from this, rise of temperature also resulted in melting of ice deposits which hampered the growth of human life. Apart from this, increase in the level of ocean water also destroyed many agricultural lands thereby hampering cultivation as well as lives of many plants, animals and human beings. In addition, due to loss of agriculture, drought raised resulting in the demise of many human individuals, animals and plants as well. Moreover, due to discharge of harmful greenhouse gases namely carbon dioxide, methane, nitrogen dioxide and sulphur dioxide from automobiles and heavy industries also created a high impact on the atmospheric situation of the world. Apart from these, cutting of trees in order to develop elevated constructions is also considered as an important aspect responsible for global warming in this era. Moreover, the article also provides a detailed overview about the total cost incurrence while implementing Renewable Energy (RE) technologies rather than fossil fuels. Hence, in order to condense global warming, many organizations are attempting to innovate and to develop modern technologies and tactics such as renewable energy sources. Among them, the Intergovernmental Panel on Climatic Change (IPCC), United Nations Environment Programme (UNEP) and World Meteorological Organization (WMO) are certain noteworthy names responsible for altering the climatic variations and its impact on world.

Essay Example | Topics and Well Written Essays - 750 words - 46

Essay Example Thesis statement: Frankenstein, the novel by Mary Shelley represents the emotional problems faced by the monster and these problems originate from isolation or alienation and a sense of not belonging faced by it in the mainstream society. The problem of isolation/alienation faced by the monster in the mainstream society is interconnected with Victor Frankenstein’s (say, the creator of the monster) deep interest in outdated theories and experimentation. To be specific, Frankenstein developed the technique of filling life to dead bodies and it eventually led to the creation of the monster. Besides, he collected bones to create the monster. But Frankenstein failed to create a beautiful human being. Instead, his creation was a monster with yellowish skin and ghost like appearance. This failed experimentation is the grass root level reason behind the isolation/alienation faced by the monster in the mainstream society. From a different angle of view, Frankenstein expected a beautiful human being. But his failure to create a human being horrified him and he totally ignored the monster. Besides, he tried to escape from his responsibility to help the monster to lead a normal life like others. So, one can easily identify that Frankenstein’s attempt to save himself from his responsibility and duty to help his creation eventually led to his untimely death in the end. In the novel Frankenstein, Victor Frankenstein made clear that â€Å"A new species would bless me as its creator and source; many happy and excellent natures would owe their being to me† (89). Moreover, Frankenstein tries to destroy his creation but his attempt did not help him to save his family from it. The monster tries its level best to communicate with its creator, but for vain. So, one can see that Frankenstein’s irresponsible attitude eventually led the monster to be the victim of isolation/ alienation in the soc iety. When the monster faced the sense of not