Managing change and overcoming fear of change - Free Essay Example

Sample details Pages: 16 Words: 4835 Downloads: 5 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synonymous with hostility, intrigue deadlines, polarization, conflict, and impatience, many problems which are likely to frustrate and undermine the success of his bakery. Basically, resistance to change is built up from many sources; internal and external. Overcoming resistance to change requires first the identification of those sources. Therefore, the owner of the bakery El-Bahdja is looking for an expert or professional advice in the field to help managing change effectively. Hence, as this topic is part of the international business and management studies, the owner asked me to do some research on this matter. Don’t waste time! Our writers will create an original "Managing change and overcoming fear of change" essay for you Create order Ultimately, this research is divided into two major chapters, first; the literature part that discusses the main topic theoretically, it starts off by mentioning the general sources that fuels the resistance to change, then it goes on with hofdstedes point of view on resistance of change based on cultural differences and it concludes by describing the steps of managing change effectively and it concludes with. The second major chapter is the analysis of the findings from the primary data that have been collected through interviews with owners and employees from the bakery El-Bahdja and owners from other bakeries. Finally this paper is closed by recommendations for the owner of the bakery El-Bahdja on how to overcome resistance to change and how to manage change. 1.1 Research objective Many companies in North Africa particularly in Algeria are making loss and could not improve the quality of their business due to the habit of following common procedures and the high consideration of sunk costs invested in the status quo and fear of new ideas. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. This fear creates resistance to change in the Algerian bakery industry Therefore, this research focuses on finding the elements that fuel the resistance to change in the Algerian bakeries and specifically the bakery El Bahdja that produces and delivers all kind of bread and pastries. The owner of the Algerian Bakery El-Bahdja is an old man and has been in the business since 1967. The owner is facing the closing down due to lack of managing change skills in the bakery and the high resistance from the employees to change. The main objective of this research is to provide the owner of the bakery El-Bahdja with guidance to effectively managing change when it is in the process of the implementation. 1.2 Research questions To provide guidance on how to manage changes for the owner of the bakery El-Bahdja it is essential first to find answers to the following research questions. Does Algerian culture welcome changes Why most Algerian employers and employees resist changing? What are the external factors that prevent Algerian employers and employees from changing? How do Algerian employers and employees manage change when applying the new ideas? 1.3 Methodology This study is based on both primary and secondary data that help in understanding the causes of resistance to change from both the Algerian owners and their employees: Secondary data collection: this method studies the previous cases that have already been written about and find the similarities between the cases. This method is very helpful in collection data from different cultures that share the same fact which is fear of new ideas that have direct effect on their traditional way of doing business. Therefore, the resources of the secondary data collection are mainly from books, journals, and internet. Primary data: a very crucial data and plays a big role in making final decision. The primary data which is better called direct communication or field research, on other word; facing people and have them interviewed. The objective of this method is to collect factual data that helps in answering the research questions of this study and this after interviewing people from the same field on the main topic. Reflection on the research methodology: the methods followed for collecting data are linked together. The secondary data helps understand the theoretical concepts that have been concluded from previous cases and compare them to the new facts. In this method; the 7s model of McKinsey, the theory versus the real world by Jeff Hiatt and Arab identity by Halim Barakat are used as starting point for facing organizational change in Algeria. The primary data is basically the tangible evidence for decision makers, observing and interviewing people are the major tools to be used in collecting data for this study. Reliability and validity of data are the essential axes of this method. Therefore, the interviews take place specifically with owners of bakeries and their employees in Algeria and in the Netherlands for comparison to see whether culture differences is a matter for resisting changing. 2.1 Why managing change? Change is believed to happen Changes are fact and every person is subject to these changes. People faces changes regularly in their life or in their workplace, part of them deal with these changes successfully and the other part fail to adjust to change. In the life, for instance a family with children; parents believe that children are subject to changes and may change to better or to the opposite that parents plan for them, however these changes would not affect the family as a whole but the person himself. Nevertheless, in a business changes there are two ways and no third, successfully manage change or failure. In organization whether you are an executive, supervisor, coach, consultant, project team leader or manager of any type where your job is to manage people, you likely have experienced resistance to change from employees. However you may not recognize the role that you can play in preventing that resistance and leading change. Many managers do not make this connection until they have personally experience failure in an important change project (Jeff Hiat, Timothy J. Creasey 2003) When asking people after this failure what would you do differently if you had the chance to do it again? The common response would be using an effective and planned change management program. The question to be risen here is whether this program is sufficient enough to prevent resistance to change from happening in the first place and deal with people emotions and pursue them to change. The real barrier to success is a lack of change management and not management program. Some people do not lack of vision or an understanding of the marketplace but they feel simply short when managing the people side of change. In other words, things did not go exactly as planned. The unexpected happened. Not managing the people side of change impacts the success and introduces risk into the business (Jeff Hiat, Timothy J. Creasey 2003) Change management skills have shown that is not only mitigates these business risks, but also can avoid them entirely. Business leaders have change management skills to not only manage resistance once it appears, but to prevent it from occurring. 2.2 Change and the manager Change needs to be portrayed in positive terms, a necessity to ensure long term survival (Robert A Poton, James McCalman, 2008) Organizations and their managers must recognize change, in itself, is not necessarily a problem. The problem more often than not is a less than competent management o the change situation (Rob Paton, James McCalman, 2008). Managers must realize that one cannot separate strategic change management from organizational strategy; both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that motivators are built into new processes and structures (Forlaron, 2005). i) Change competency: Change is part of the businesss philosophy The successful organization is the organization that understand change will occur, expect it and support the change during implementation (Jeff Hiat, 2003) An organization that faces constant demands to change and uses effective management over and over with each new initiative may experience a fundamental shift in its operations and the behavior of its employees. Sponsors begin to repeat activities that made last change successful. Managers develop skills to support employees through the change. Employees see part of their job as navigating these new changes. Each level in the organization will have internalized its role in change and developed the skills and knowledge necessary to react to constant change. The organization has become ready and able to embrace change; it has developed change competency (Jeff Hiat, Timothy J. Creasey, 2003). However, building change competency is not paved with flowers; it requires a belief that change is now an ever-present feature of organizational life (Burnes, 2004). Change competency is similar to change management, but there are several key distinction. First, change management is ultimately the use of specific activities like communication, coaching, sponsorship and training; to realize successful outcomes with business changes. Change competency is not a specific activity; it is an organizations ability to react to change over and over again Second, while change management can be taught and learned, change competency requires a fundamental shift in culture and values. It must be simply part of day-to-day operations and cannot be simply demonstrated in training or instructional material. Third, change competency must penetrate every facet and level of the organization. This distinction especially relates to the front-line employee. An organization may have expertise in change management in its sponsors, consultants and change management. However, the front-line employees are the ones whose day-to-day activities are changing. To build change competency into the organization, you can take the first step by ensuring that solid change management practices are applied consistently for each change initiative. The second step is to begin building the following competencies into your organization (Jeff Hiat, Timothy J. Creasey, 2003) ii) Change and Human Resource Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduce resource base. The key success in such moves has been the mobilization of the human resource (Pettigrew and Whipp, 1993). 2.3 Managing resistance once it appears Believing in changes to be happening is a key principle to reducing resistance to change People are often afraid of new ideas. They may feel threatened by new ideas and fear that they will not be able to cope with a change in working patterns that is demanded of them or that they will not understand how to use a new technology; example of that many older people are afraid of materials that they are not able to handle and may make them calling the technician every moment (Tony proctor 2005). The fear of new ideas is a natural feeling; people live with this fear and it not a bad manner. Fear of new ideas becomes negative when is surrounded with sources that increase the tension of fear that leads to high level of resistance and consequently aggravation of the failure of any project. Change more often than not produces suspicions and resistance. To many it implies a move from familiar ways-mastered over long periods of time- to an unknown and threatening environment. In order to deal effectively with resistance to change, people must understand its causes (Jack Rabin, Marcia B. Steinhauer, 1988). Lawrence and Greiner 1970, identify the main sources that feed the resistance of change. Fear of the unknown, lack of information, threats of status, fear of failure, and lack of perceived benefits. Regarding the first group of sources of resistance, change starts with the perception of its need, so a wrong initial perception is the first barrier to change. This first group is called distorted perception, interpretation barriers and vague strategic priorities (Pardo del Val, Manuela Martnez Fuentes). It includes: (a) Inability of the company to look into the future with clarity (Barr et al., 1992; Krger, 1996; Rumelt, 1995); (b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992; Rumelt, 1995; Starbuck et al., 1978); (c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the situation has changed (Barr et al., 1992; Krger, 1996; Rumelt, 1995; Zeffane, 1996); (d) Implicit assumptions, which are not discussed due to its implicit character and therefore distort reality (Starbuck, Greve and Hedberg, 1978); (e) Communication barriers, that leads to information distortion or misinterpretations (Hutt et al., 1995); (f) Organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information (Morrison and Milliken, 2000; Nemeth, 1997). The second main group of sources of resistance deals with a low motivation for change. Five fundamental sources: (a) Direct costs of change (Rumelt, 1995); (b) cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); (c) Cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); (d) Past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and (e) Different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998). The lack of a creative response is the third set of sources of resistance. There are three main reasons that diminish the creativeness in the search for appropriate change strategies: (a) Fast and complex environmental changes, which do not allow a proper situation analysis (Ansoff, 1990; Rumelt, 1995); b) Reactive mind-set, resignation, or tendency to believe that obstacles are inevitable (Rumelt, 1995); and (c) Inadequate strategic vision or lack of clear commitment of top management to changes (Rumelt, 1995; Waddell and Sohal, 1998). Taking into consideration all those sources of resistance mentioned above can reverse the situation into preventing resistance in the first place. Cultural web: Cultures differ from each other in their resistance to change. The strongest resistance to change characterizes of high power distance, low individualism, and high uncertainty avoidance. Among these cultures are most Latin American countries, Portugal and Korea, followed by Japan, France, Spain, Greece, Turkey, and Arab countries. Cultures with low levels of resistance to change are low on power distance, high on individualism, and low on uncertainty avoidance. This category includes the Anglo countries, Nordic countries, and the Netherlands, followed by Singapore, Hong Kong, and South Africa (Harzig and Hofdestede, 1996 2.4 Making sense of change management 7S model of McKinsey: The Mckinsey 7S model defines the seven components that encompass an organization and that by changing any one of the S components there is impact on the other S components. This model is such a conceptual aid by acting as good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the effects of these changes in other parts of the system (Mike Green, 2007) The 7s categories are: Staff important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. This component helps to determine how committed resources to make it all work? Skills distinctive capabilities, knowledge and experience of key people. The role of this component is to identify how ready and competent are the staff based on where the organization is heading? Systems processes, IT systems, HR systems, knowledge management systems. In other words, what are the suitable systems to be used to support the transition? Style management style and culture. How we are getting from here to there? Shared values guiding principles that make the organization what it is. Strategy organizational goals and plan, use of resources. Briefly is where are we transitioning to? Structure the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. The Mckinsey 7S model provides an effective framework for analyzing an organization and its activities that determine whether an organization is strong enough to adjust to any changes. Furthermore, this model helps in avoiding some of the sources that feed resistance to change in the first place 2.5 Five steps for effective change process (Thomas and Christopher, 2008) Step 1:Motivating change: Moving from the known to the unknown Organizational change involves moving from the known to the unknown. The future is uncertain and may adversely affect peoples competencies, worth, and coping abilities. Organization members generally do not support change unless compelling reasons convince them to do so. A key issue in planning for action is how to motivate commitment to organizational change. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for change: peoples readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. Generally people and organization need to experience deep levels of hurt before they will seriously undertake meaningful change. The following three methods can help generate sufficient dissatisfaction to produce change: Sensitize organizations to pressures for change. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Organizations can make themselves more sensitive to pressures for change by encouraging leadership to surround themselves with devils advocate; for instance by cultivating external networks that comprise people or organizations with different perspectives and views; by visiting other organizations to gain exposure to new ideas and methods. Reveal discrepancies between current and desired states. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideas. A major diagnosis is to provide members with feedback about current organizational functioning so that the information can be compared with goals or desired future states. Convey credible positive expectations for the change. When organization members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key success to achieving these positive effects if to communicate realistic, positive expectations about the organizational changes*. Research suggests that information about why the change is occurring, how it will benefit the organization, and how people will be involved in the design and implementation of the change was most helpful.* Overcoming Resistance to change: At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate. Empathy and support. A first step in overcoming resistance is learning how people are experiencing change. This strategy identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it. Communication. People resist change when they are uncertain about its consequences. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. Effective communication about changes and their likely results can reduce this speculation and allay unfounded fears. Participation and innovation. Involvement in planning the change increases the likelihood that members interests and needs will be accounted for during the intervention. Consequently, participants will be committed to implementing the changes. They also can identify pitfalls and barriers to implementations. STEP 2: CREATING A VISION The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Generally, a vision describes the core values and purpose that guide the organization as well as an envisioned future toward which change is directed. It provides a valued direction for designing, implementing, and assessing organizational changes. The vision also can energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort. Research suggests that compelling visions are composed of two parts: (1) a relatively stable core ideology that describes the organizations core values and purpose, and (2) an envisioned future with bold goals and a vivid description of the desired future state that reflects the specific change under consideration Step 3: DEVELOPING POLITICAL SUPPORT Managing the political dynamics of change includes the following activities: Assessing Change Agent Power. Greiner and Schein 1988, indentified three key sources of personal power in organizations (in addition to ones formal position); knowledge, personality, and others support. Knowledge bases of power include having expertise that is valued by others and controlling important information. For example, leaders in organizational units undergoing change can call on their informal networks for resources and support, and encourage subordinates to exercise power in support of the change. Identifying Key Stakeholders. This can start with simple question. who stands to gain or to lose from the changes? Once stakeholders are identified, creating a map of their influence may be useful. Consequently, provides change agents with information about which people groups need to be influenced to accept and support the changes. Influencing Stakeholders. There are three major strategies for using power to influence others in organization development; First strategy is playing straight; this strategy involves determining of particular stakeholders and presenting information about how the changes can benefit them. The success of this strategy relies heavily on the change agents knowledge base. He or she must have the expertise and information to persuade stakeholders that the changes are a logical way to meet their needs. The second strategy is using social network; in this strategy change agents attempt to use their social relationships to gain support for changes. This social networking might include, for example, meeting with other powerful groups and forming alliances to support specific changes. This strategy also might include using informal contacts to discover key roadblocks to change and to gain access to major decision makers who need to sanction the changes. The third strategy is going around the formal system; the change agents charisma, reputations, or professional credibility lend legitimacy to going around the system and can reduce the likelihood of negative reprisals. For example, managers with reputations as winners often can bend the rules to implement organizational changes. However, this power strategy is relatively easy to abuse. Therefore; the OD practitioners should consider carefully the ethical issues and possible unintended consequences of circumventing formal policies and practices. Step 4: MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organizations change goals and priorities. Commitment planning this activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5: SUSTAINING MOMENTUM Once organization changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them. A strong tendency exists always among organization members to return to old behaviors and well-known processes unless they receive sustained support and reinforcement for carrying the changes through to completion. The following five activities can help to sustain momentum for carrying change through to completion: Providing resources for change. Additional financial and human resources are required for implementing organization change, particularly if the organization continues day-to-day operations while trying to change itself. Extra sources are always helpful to provide a buffer as performance drops during the transition period. Building a support system for change agents. Organization change can be difficult and filled with tension, not only for participants but for change agents as well. A support system typically consists of a network of people with whom the change agent has close personal relationships people who can give emotional support, serve as sounding board for ideas and problems, and challenge untested assumptions. Developing new competencies and skills, reinforcing new behaviors, and staying the course. In organizations people generally do things that bring them rewards. Consequently, one of the most effective ways to sustain momentum for change is to reinforce the kinds of behaviors needed to implement the changes through for instance informal recognition, encouragement, and praise. Staying the course. If the organization changes again too quickly or abandons the changes before it is fully implemented, the desired results may never materialize. There are two primary reasons that managers do not keep a steady focus on change implementation. First, many managers fail to anticipate the decline in performance, productivity, or satisfaction as change is implemented. Organization members need time to practice, develop, and learn new behaviors; they do not abandon old ways of doing things and adopt a new set of behaviors overnight. Second, many managers do not keep focused on a change because they want to implement the next big idea that comes along. Successful organizational change requires persistent leadership that does not waver unnecessarily. References Books and articles Ansoff, I.H. (1990), Implanting Strategic Management Prentice Hall International, Ltd. London Cynthia D. Scott, Dennis T. Jaffe. (2003), Managing change at work: leading people through organizational transitions, edit 3 Greiner, L.E. (1972), Evolution and revolution as organizations grow Harvard Business Review, pp. 37-46. Greiner, L E and Schein, V E. (1988), Power and Organization Development: Mobilizing power to change, Reading, MA: Addison Wesley Halim Barakat. (1993), The Arab world: society, culture, and state Berkeley, Calif.: University of California Press, Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) Hurdle the Cross-Functional Barriers to Strategic Change Sloan Management Review, 36 (3), pp. 22-30. Jack Rabin, Marcia B. Steinhauer. (1988), Handbook on human services administration Public Administration and Public Policy/34, pp. 305 Krger, W. (1996), Implementation: The Core Task of Change Management CEMS Business Review, 1, pp. 77-96. Lawrence, P.R. (1954), How to Deal with Resistance to Change Harvard Business Review, (May/June), pp. 49-57. Mike Green. (2007), Change management masterclass: a step by step guide to successful change. Tony Proctor. (2005), Creative problem solving for managers: developing skills for decision making. Edition 2, pp. 241 Pardo Del Val, Manuela Martnez Fuentes RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL, p. 5-7 Rob Paton, James McCalman. (2008), Change Management: A Guide to Effective Implementation, edition 3, pp. 39-54 Rumelt, R.P. (1995), Inertia and transformation, in Montgomery, C.A., Resource-Based and Evolutionary Theories of the Firm, Kluwer Academic Publishers, Massachusetts, pp. 101-132. Rusell Tobin. (1999), Overcoming resistance to change, Second Edition, pp. 142 Starbuck, W., Greve, A. and Hedberg, B.L.T. (1978) Responding to crisis, Journal of Business Administration, 9 (2), pp. 111-137. Thomas G. Cummings, Christopher G. Worley. (2008), Organization development change, Edition 9, pp. 165-182 Waddell, D. and Sohal, A.S. (1998), Resistance: a constructive tool for change management, Management Decision, 36 (8), pp. 543-548. Zeffane, R. (1996), Dynamics of strategic change: critical issues in fostering positive organizational change, Leadership Organization Development Journal, 17, pp. 36-43. Websites: https://www.explorehr.org/articles/Organization_Analysis/Five_Steps_for_Effective_Change_Process.html Appendices Appendix A: Company history Company name: Bakery El-Bahdja Owner: Mohamed Mezioud Address: 11 Humeg Idir 5 maisons El Mohammadia Algiers, Algeria The bakery El-Bahdja was founded in 1967. It delivers bread and pastries to many unites in Algiers. The traditional way of producing bread is still dominating the bakery. Appendix B: Name and addresses of the people interviewed Appendix C: Questions of the interviews Questions for the employees: Do you want the bakery to be changed? If no why you want the bakery to remain as it is But new machines will facilitate the work Questions for the owners: Why you do not change the bakery style? Is it a problem for you to have new sophisticated machines?

Movie Review Horror Movies - 1345 Words

Clark 1 Baili Clark Mr. Karwatsky Freshman Seminar, Per.1 4 May 2015 Horror Movies Why is it that some people enjoy a scary movie and others think that they are too scary or gruesome? Horror movies have been around since the 1960s. Some of those movies actually come from a story that was made up to scare little kids. People would make up a scary story and the parent’s would tell their children the stories to keep them from doing something they didn’t want them to do, but not all of the stories are made up. Some of these stories actually are based off of a true story or something that happened in real life and the characters were changed so that they wouldn’t reveal identities of the people involved. Horror movies, such as, The Nightmare on Elm Street, Jaws, The Mothman Prophecies, and an American Haunting are all movies that are based off of a true event that has happened (Chiller). The movies that were just based off of stories like Monster House, and Casper were just made to teach kids a certain lesson. Like the reason for making the movie Monster House, was to teach kids to stay on your own property because you never know what will happen or what you will get yourself into (Monster House). The lesson from Casper is that you never judge a book by its cover and that you can become friends with anyone no matter what they look like (Casper). Movies have been around since the 1890s, but they were all Clark 2 produced without sound until 1927. Horror is justShow MoreRelatedThe Horror Of Horror Films1360 Words   |  6 Pagesâ€Å"Horror Films are unsettling films designed to frighten and panic, cause dread and alarm, and to invoke our hidden worst fears, often in a terrifying, shocking finale, while captivating and entertaining us at the same time in a cathartic experience.† Horror films have been to Hollywood since the early days of cinematography. Horror films are very interesting to watch because horror movies are scary and we don t know what is going happen next. That kind of suspense in the movies makes us watch moreRead MoreThe Determinants Of Box Office Revenue For Horror Movies Essay1170 Words   |  5 Pages The Determinants of Box Office Revenue for Horror Movies is an academic article written by Neil Terry, Robert King, and Jeri J. Walker. It was published in 2010 in the Journal of Global Business Management. The reason I chose this article was because it is relevant to my area of study. I am researching gender role issues in horror films, and I was curious how the movies did in the box office. There have been many different types of horror films done throughout the years like slashers, comedyRead MoreAnalysis Of The Movie The Bride Of Frankenstein 1514 Words   |  7 Pagesfor my input to help them compile their list of great horror movies. I decided that the best way to share my input is by choosing two movies from the horror movie genre and comparing and contrasting them to concluded which out of the two is a better horror movie. The first movie that I watched for this discussion is the Bride of Frankenstein, this movie was made in 1935 and directed by James Whale. The Bride of Frankenstein is a sequel to The movie Frankenstein which follows the after math of the suspectedRead MoreGet Out Movie Analysis989 Words   |  4 Pagesthe Bubble Get Out is a mysterious movie that captures your attention right from the beginning. From the instant the movie commenced, I was left with many questions in my head. Why is this person walking alone into the pitch black night in a lonely neighborhood? More importantly, why is an unknown car following his every step? Giving you different perspectives from the starting point of the movie making you wonder what may occur next. Throughout the movie, it has an agenda of unsettling the audienceRead More Slasher Movies: Female Victims or Survivors? Essay1030 Words   |  5 PagesSlasher Movies: Female Victims or Survivors? â€Å"[Scary movies are] all the same. Some stupid killer stalking some big-breasted girl who can’t act who’s always running up the stairs when she should be running out the front door. It’s insulting,† claims the character Sidney, in the movie Scream (1996). This stereotype is what many movie fans and critics believe when the topic of slasher films arise. Slasher films normally include a psychotic killer (either real or supernatural), a number ofRead MoreHorror Films: Things That Go Bump in the Night Essay1265 Words   |  6 PagesWe have all had a special interest in horror as long as we can remember. Whether our outlet is through fables, movies, or even figments of our imaginations we all find reason to fear something. (ScienceDaily). The issue is when we begin reaching out to these outlets and pursuing them, putting ourselves in the environment of fear to feel the exhilaration of being frightened but the question is why? Many scientists have given their own explanation to this question but they all differ and there is noRead MoreThe Horror Film Of All Time1345 Words   |  6 PagesImagine browsing your Netflix or Amazon Prime account looking for a good horror flick before settle on something that vaguely sounds interesting as you plop onto your chair waiting for chills and spine tingling excitement. The opening scenes pops up, a man in a peter pan hat is running through the forest pursued by legions of little evil looking creatures wielding fake plastic spears. Soon, the man collapses out of breath, when suddenly a beautiful woman appears, holding a bowl of green goop. TheRead MorePirates Of The Caribbe On Stranger Tides1246 Words   |  5 Pagesspends more money on movies than ever before, with an average budget of $140 million per movie. Pirates of the Caribbean: On Stranger Tides; the most expensive movie ever made; cost approximately $378.5 million and that was five years ago. This isn’t surprising since history is witness to a rising trend in money spent on movies, even after adjusting for inflation, however, their impact on the industry isn’t as large as their budgets. Over the years, lower cost productions like B-Movies have played a majorRead MoreFilm Review: Shrek1061 Words   |  4 PagesShrek, a Movie for both Kids and Adults Cartoons are generally intended for children. There are adult cartoons but most of the animated movies are directed at kids because they make it easy to produce fantasies and make heroes children can associate themselves with. Latest developments in graphics and cinematic technology, however, can turn cartoons into real-like images. A good example of a film that displays this technology is Disneys Shrek (2001). Shrek is a cartoon but its makers used latestRead More Sleepy Hollow Film Review Essay1162 Words   |  5 Pages ‘Sleepy Hollow’ film Review Blood and murder usually go down a treat for the people who love gore but this is not the case in the movie ‘Sleepy Hollow’. Repetition is the key to an ultimately predictable film. Just as in any other film we see a substance with a resemblance to blood fall onto a piece of paper. This tells our minds the movie will have elements of horror. Then two hands, male and female, clasp. A headless horseman then appears decapitating an innocent man on the run in the woods.

Public Health And Communicable Diseases Control †Free Samples

Question: Discuss about the Public Health And Communicable Diseases Control. Answer: Introduction Education and health are very critical in human development. Therefore, the public plays a vital part in ensuring that education is across the community. They have therefore to ensure that the economy is good to ensure equitable distribution. The population should enhance comprehension of health and education on how it can offer assistance to distinguish where mediation should be. The most appropriate method in improving both individual and populace health is through public meetings. A group of global agency conducted a research and demonstrated that those with lower levels of training in health would probably die at a youthful age and would increase risks of poor health in peoples well-being. Broad examine has been directed to comprehend better the variety of routes in which instruction influences well-being. The primary segment in this section exhibits a few discoveries from the writing on the wellbeing results related to education. Most of the problems are seen to affect the mortality, where children die at a very tender age McKenzie, Neiger, Thackeray, (2009) Conclusion This is obvious as instructive fulfillment emphatically influences resulting work possibilities and profit potential. In the second area, interfaces between instruction, business, and pay and their effect on well-being are considered. The wellbeing effects of a few different advantages of training including social and mental assets are moreover investigated. The last area in this part outlines how schools can advance more advantageous situations for both immediate and long-haul wellbeing change Donatelle (2009). References McKenzie, J., Neiger, B., Thackeray, R. (2009). Health education can also Boone seen as preventive medicine(marcus 2012). Health Education and Health Promotion. Planning, Implementing, Evaluating Health Promotion Programs. (pp. 3-4). 5th edition. San Francisco, CA: Pearson Education, Inc. Donatelle, R. (2009). Promoting Healthy Behavior Change. Health: The basics. (pp. 4). 8th edition. San Francisco, CA: Pearson Education, Inc.

Sputnik Essays - Soviet Union, Sputnik 2, Sputnik 3, Sputnik 1

sputnik Sputnik, name of the first of several artificial satellites launched by the Soviet Union from 1957 to 1961. The goals of the Sputnik program included studying the earth's upper atmosphere, observing animal survival in space flight, and testing Soviet rocket technology. The launch of the unmanned Sputnik 1 and of Sputnik 2, which carried a dog, spurred the United States to invest more money and resources into its fledgling space program, initiating a race between the two nations to land a person on the moon (see Space Exploration). The Sputnik program began on October 4, 1957, with the launch of Sputnik 1, which weighed 83 kg (184 lb). The official name of the satellite was Iskustvennyi Sputnik Zemli (fellow world traveler of the earth). The launch vehicle was a test version of the Soviet intercontinental ballistic missile (see Guided Missiles). Sputnik 2 was launched on November 3, 1957, and weighed 508 kg (1100 lb). It carried a female dog named Laika. On-board instruments showed that Laika survived in space for several days until her oxygen supply was exhausted. After failing in its first attempt, the United States launched its own satellite, Explorer 1, on January 31, 1958. The satellite weighed only 14 kg (31 lb), including its rocket motor. The Soviets responded by launching Sputnik 3, which weighed 1.3 metric tons, on May 15, 1958. The first three Sputnik satellites each carried instruments to measure the temperature and density of the earth's upper atmosphere, the electron density of the ionosphere, and the size and number of micrometeorites (tiny particles in space). In addition, Sputnik 3 carried the first space laboratory, a wide array of instruments that could transmit information about the environment outside the satellite. Solar energy was used for the first time by Sputnik 3 to power its instruments and transmitters. From 1958 to 1959 the Soviet Union interrupted the Sputnik program to concentrate on the Luna series of vehicles that were sent toward the moon. The Sputnik program was resumed with Sputniks 5 through 10, which were launched from 1960 to 1961. Sputniks 5, 6, 9, and 10 all carried dogs, most of which reentered the earth's atmosphere safely and were recovered. These satellites each weighed several thousand kilograms and were working models of the Vostok spacecraft, which would eventually carry the first human passenger, Yury Alekseyevich Gagarin, into space in April 1961. Sputniks 7 and 8, launched in February 1961, served as launching platforms for the Venera spacecraft, which were sent toward Venus. The Cosmos series of spacecraft carried on the work of the Sputnik program after 1961. In addition to initiating the space race between the United States and the Soviet Union, the Sputnik series of spacecraft also had alarming military implications. The intercontinental ballistic missiles that were used to launch the Sputnik satellites were also capable of traveling from the Soviet Union to military targets in less than an hour-much less than the several hours required for conventional bomber aircraft. President Dwight D. Eisenhower of the United States reacted to the space race by signing the National Aeronautics and Space Act of 1958, which created the National Aeronautics and Space Administration (NASA). Eisenhower also established the Advanced Research Projects Agency (now the Defense Advanced Research Projects Agency), a division of the U.S. Department of Defense.

Ethical Dilemmas Facing Social Workers Social Work Essay Essays

Ethical Dilemmas Facing Social Workers Social Work Essay Essays Ethical Dilemmas Facing Social Workers Social Work Essay Essay Ethical Dilemmas Facing Social Workers Social Work Essay Essay moralss can be seen to steer an action and are at that place to inform and act upon any opinions made harmonizing to the professional value base of societal work. Reamer ( 2006 ) provides an penetration into the historical beginnings of values and moralss in societal attention and provinces that they have been at the foundation of societal attention s mission since its origin. He suggests that societal work values and moralss come from four distinguishable phases: the morality period ; the values period ; the ethical theory and decision-making period and the ethical criterions and hazard direction period ( Reamer, 2006 ) . These have culminated in the General Social Care Council s ( GSCC ) codification of behavior that is in topographic point today ( Barnard, 2008 ) . Social workers are duty bound to adhere to the GSCC codifications of pattern which acts as an ethical model. A written codification of moralss enables societal workers to judge their pattern against an ethical criterion and enables service users to understand what behavior they should anticipate from their societal worker. If societal workers are considered to be in breach of the GSCC codifications they can be removed from the societal attention registry and no longer pattern. Professional societal workers must take duty for their actions as they hold a place of trust and power that is legitimised by the province devising moralss an of import factor in answerability. The impact of all pattern on service users can be said to be powerful and hence the moralss and value base emphasises the importance that the moral standing of service users is equal to that of the professional ( Hugman, 2008 ) . The National Occupation Standards ( NOS ) for Social Workers province clearly that values and moralss are cardinal to being a competent practician. Parrott ( 2010 ) suggests that values are of import to societal work as they provide a common set of rules, which societal workers can utilize and develop as a agency of working in an ethical manner with service users . ( direct quotation mark? pg figure ) He goes on to state that they guide professional behavior, aid keep a professional individuality and protect service users from malpractice. It is of import to clear up one s personal values in order to increase one s consciousness of the possible struggles and the impact these may hold on ethical determination devising. A individual s cultural experiences and background will impact the determinations they make and may bias their behavior. Social workers must foremost clear up their ain value stance in relation to value-laden issues they meet in pattern state of affairss if they want to be true to themselves and to their profession ( Dolgoff, 2009:54 ) . When associating moral doctrine and ethical quandary to societal work pattern it is of import to admit that no 1 theory provides an reply. Traditionally societal work has taken the Kantian attack and focused on the societal worker / service user relationship. The demand for societal work to dispute inequality and subjugation on an person and structural degree means extremist societal work is besides still relevant. An overall Kantian Utilitarian Extremist attack may be better. ( Banks, 2006 ) The right of a service user to self finding may conflict with a societal workers statutory responsibility if they are potentially jeopardizing their ain life or that of others ( Clifford and Burke, 2009 ) . Neil Thompson ( 2006, p40 ) defines subjugation as inhuman or degrading intervention of persons or groups ; adversity or unfairness brought approximately by the laterality of one group over another ; the negative and take downing usage of power. It frequently involves ignoring the rights o f an single or group and is therefore a denial of citizenship . Service user s will predominately come from oppressed and marginalised groups and it is important that societal workers acknowledge institutional favoritism and avoid unwittingly pigeonholing service users, intensifying bing subjugations. ( Thompson, 2008 ) Social workers need to be cognizant of the unequal distribution of power within administrations and make up ones mind how best to recommend and negociate within these administrations for the best involvement of the service user, even if it involves disputing the construction and values of an administration from within ( Dominelli, 2002 ) . Paternalism focuses on the right for societal workers with cognition, authorization, and accomplishments to travel into the lives of those who need their aid, either by self referral or referrals from other professions. Mrs Bertram has been referred by another professional because of her Alzheimer s. Ethical consciousness is an of import portion of societal work as it gives the societal worker the ability and committedness to work aboard other professionals and service users. The Utilitarian position is eventful with the consequences given as much consideration as possible. Therefore when believing approximately pattern this attack would state to believe of the individuals outcome ( hereafter ) when covering with the present state of affairs. This would intend weighing the good with the bad. The extremist attack would authorise the service user into alteration enabling them to get the better of jobs and fit them with techniques to cover with these independently in the hereafter. Social workers should affect the service user in the determination devising procedure, working in partnership and maintaining them to the full informed about their instance. The get downing point of covering with this instance would be an appraisal of the Bertram s state of affairs. The assessment undertaking when undertaken in a professional and informed mode is honoring and sets the foundation for farther intercessions ( Wilson, Ruch, Lymbery and Cooper 2008:269 ) . The Bertrams fiscal state of affairs is ill-defined as it appears that Mr Bertram does nt hold much heritage money left which has led to lease arrears. This state of affairs would necessitate to be resolved shortly as their landlord is endangering to evict them for rent arrears and the province of the flat, which could render them both homeless. Mrs Bertrams penetration appears to be badly impaired by her terminal phase Alzheimers and an appraisal of the wellness hazards may necessitate procuring elaborate information from the GP about Mrs Bertram s Alzheimer s and other wellness issues, and the likely forecast. Mr Bertram is believed to be an alcoholic and this could hold deductions for his wellness. The likeliness of a positive result would possibly be increased if Mr Bertram could be offered aid for alcohol addiction every bit good as a carers appraisal to determine what his demands are. He spends considerable clip at his nine, go forthing his married woman entirely in the house vulnerable and at hazard. Mrs Bertram s girls distrust Mr Bertram and believe it s in her best involvement to be moved into residential attention. Before her unwellness advanced Mrs Bertram stated she wanted to remain with her hubby. Possible options to see after the appraisal would be supplying support for Mr and Mrs Bertram at place, traveling them into sheltered adjustment together or traveling Mrs Bertram into residential attention. All these options may be unwelcoming to the Bertrams therefore in order to convey about any alteration it would be of import to first construct a relationship with both Mr Bertram and Mrs Bertram and her girls using the Kantist position that the truth is told. This could intend seeking to pass on with Mrs Bertram at choice times when she is more limpid and can take part every bit much as possible. It is of import to develop/construct a shared apprehension of the job ( s ) being faced ( Wilson, Ruch, Lymbery and Cooper, 2008:282 ) . Opinions should be informed straight by what Mr and Mrs Bertram say about their fortunes. Mr and Mrs Bertram must hold a cardinal portion in the appraisal of their state of affairs, and any issues should be shared leting them to go on to hold every bit much pick as possible. The strengths of this program are that Mr and Mrs Bertram will be involved in the attention program and will be able to show their positions, every bit good as Mrs Bertram s girls being able to lend towards the attention program. This may construct a strong relationship with the household and physique on trust so they do co- operate and see all the options as they will understand that the scheme would be for the wellness and good being of both Mr and Mrs Bertram. As societal workers we need to hold a basic apprehension of what the Bertram s values are as it would be hard to sympathize and acquire the necessary apprehension of their wants if we do non. As societal workers we could so perchance struggle to do advancement when seeking to assist the Bertram s. This professional development is of import as we will utilize this type of growing everyday in the workplace. In this instance the chief value/wish seems to be that the Bertram s stayed together in their place. A societal worker s personal values may inform their apprehension of pattern. However, a societal worker demands to follow the broader model provided by anti-oppressive societal work moralss. The model provided allows a topographic point for personal values but challenges societal workers to put them within the wider model where they are accountable to others and they must abstain from enforcing their values and in fact inquiry them. ( Clifford and Burke, 2009 ) Different parts are made by assorted ethical positions in any given state of affairs and these must be considered. Ethical positions must be considered in visible radiation of an anti-oppressive attack to pattern and in relation to each other as there are occasions when the different positions struggle. Social workers have an obligation to work in a manner that demonstrates non merely cognition of relevant ethical constructs and local Torahs but besides a broader consciousness of how ethical values are related to societal ine qualities and diversenesss ( Clifford and Burke, 2009:203 ) Word Count: 2993 ( including writer inside informations in brackets )

Language and society Research Paper Example | Topics and Well Written Essays - 1000 words

Language and society - Research Paper Example Cultural diversity has brought in different ways through which people interact and communicate to each other. In our informal and formal interactions, we use various titles to show honor to our colleagues, to identify gender and to recognize the marital status of an individual. Different cultures use titles differently due to difference in the languages that we use. Various titleshave been used for many years in Anglophone cultures to show gender and marital status. Other languages, e.g. French, also use equivalent formsof these titles to show gender. The main concern is how the different languages use various titles to show gender and other aspects of the human life such as education, respect in the society, marital status and so on. This paper investigates this matter in a more elaborate way since it uses data from various cultures, does comparison of these data to find if there exists any differences in how the world uses titles. It therefore uses both practical and theoretical ap proach to this matter. The Anglophone cultures have widely used titles to indicate marital status and gender.The general title for men is ‘Mr.’, while for women it is ‘Mrs.’ for those who are married and Miss for the unmarried. These terms have a long history since their use started in the olden days (Buxton, 2014). This shows how sexism is seriously emended in this culture and how it stresses on women’s marital status. The same case exists around the world in other cultures. Let us take for example the Portuguese language, which uses the following titles: The main question is whetheruse of these titles mark marital status. In the history of the Portuguese culture, marital status did not bring in name changes, i.e. women did not adopt their husband’s names. This phenomenon has changed over the recent past since nowadays women do adopt the names of their husbands. At the same time, women

Week 6 Case Study 2 Submission Assignment Example | Topics and Well Written Essays - 500 words

Week 6 Case Study 2 Submission - Assignment Example A PKI is a foundation where it acts as an overall security whereby all the other components and features must work. This paper will not look into the underlying structure of cryptography. PKI is a very wide cryptographic technique. This paper will offer the real opportunities that can be adopted, by the Software Company, to remove their fears, and misconceptions on the use of this technology. In addition to this, paper will also look into the rationale as to why this technology is suitable for various business applications. There are components which are available in a PKI framework. These components include operational policies, security services, and interoperability protocols which are all geared to support the use of public-key cryptography. The generation and management of public keys occurs through the use of Certificate Authorities (CAs), Registration Authorities (RAs) and directory services which can be used to establish a list of trust. At the national level, the use of PKI can be very instrumental when dealing with security. One of the principles of PKI is to establish a trust hierarchy (U.S General Services Administration Government Smart Card handbook, 2004). In e-commerce, when dealing with trust mechanisms, there must be the provision of management control. There must be a management control at the Ministry of Information. In the e-commerce environment, entities, which are not known to each other, do not have enough trust that has been established to perform business, contractual, legal, or other types of transactions. For this trust to be achieved, the implementation of PKI should be done by using CA. In summary, the working of CA is as follows. For entities which are unknown to each other, they will each establish a trust relationship with a CA. The CA will perform some form of entity authentication according to the rules that have been established as has been noted by the