Sunday, December 15, 2019
Dr Jekyll and Mr. Hyde consists of reputation, good vs. evil and damage control. We will write a custom essay sample on Jekyll and Hyde Contrast or any similar topic only for you Order Now In other words, Utterson tirelessly works to prevent his good friend Dr. Jekyll from being dragged into the horrid affairs of Mr. Hyde, and Dr. Jekyll goes to the greatest of lengths to prevent his Hyde identity from being discovered, in order to avoid anyone knowing of his somewhat questionable scientific work and morally despicable behavior. Much of the novel is based on the characters reputations and how they have to maintain a good public image, as they are upper class people. The novel takes place in Victorian England and the main characters are all male members of upper class London. Enfield, Utterson, Lanyon and Jekyll are all aware of social expectations and the importance of appearance, Jekyll and Hyde shows a contrast of public vs private. Even in the first chapter, Enfield is wary of sharing his story of the mysterious door because he loves gossip, as it destroys reputations. In kind, Utterson refrains from informing the police that Jekyll is a close friend of HydeÃ¢â¬â¢s following the murder of Sir Danvers Carew. Rather, to maintain his friendÃ¢â¬â¢s reputation and protect his public image, Utterson goes to Jekyll directly to discuss the matter. This issue also arises in the matter of physical appearances, particularly architecture. In the first chapter, we learn that HydeÃ¢â¬â¢s mysterious dwelling is run down, neglected, and shabby. In contrast, JekyllÃ¢â¬â¢s home is extremely well kept, majestic, rich, and beautiful. Ironically, we eventually learn that the mysterious door is in fact connected to JekyllÃ¢â¬â¢s home, it is a back entrance rarely used. Dr. Jekyll and Mr. Hyde is an examination of the duality of human nature, this is shown through the fact that Mr. Hyde is in fact Dr. Jekyll; the difference is that Hyde is formed through all the evil characteristics of Jekyll. UttersonÃ¢â¬â¢s discovery of JekyllÃ¢â¬â¢s astounding work occurs in the final chapter of the novel. We have already witnessed HydeÃ¢â¬â¢s powerfully vicious violence and have seen the contrasting kind, gentle, and honorable Dr. Jekyll. In approaching the novelÃ¢â¬â¢s mystery, Utterson never imagines that Hyde and Jekyll are the same man, as he finds it impossible to believe their extremely different behavior. In pursuing his scientific experiments and validating his work, Jekyll claims, Ã¢â¬Å"man is not truly one, but truly two. Ã¢â¬ So, in JekyllÃ¢â¬â¢s view, every soul contains elements of both good and evil, but one is always dominant. In JekyllÃ¢â¬â¢s case, his good side is dominant, but he knows there is evil inside of him, but at the end of the book his evil side becomes stronger and unstoppable. However, as a respectable member of society and an honorable Victorian gentleman, Jekyll cannot fulfill his evil desires. Thus, he works to develop a way to separate the two parts of his soul and free his evil characteristics. Unfortunately, rather than separating these forces of good and evil, JekyllÃ¢â¬â¢s potion only allows his purely evil side to gain strength. Jekyll is in fact a combination of good and evil, but Hyde is only pure evil, so there is never a way to strengthen or separate JekyllÃ¢â¬â¢s pure goodness. Without counterbalancing his evil identity, Jekyll allows Hyde to grow increasingly strong, and eventually take over entirely, perhaps entirely destroying all the pure goodness Jekyll ever had. The book portrays Hyde in like an animal; short, hairy, and like a troll with gnarled hands and a horrific face. In contrast, Jekyll is described in the most gentlemanly terms; tall, refined, polite and honorable, with long elegant fingers and a handsome appearance. So, perhaps JekyllÃ¢â¬â¢s experiment reduces his being to its most basic form, in which evil runs freely without his reputation as Jekyll being at risk. Jekyll and Hyde are not the only examples of duality in the novel. The city of London is also portrayed in contrasting terms, as both a foggy, dreary, nightmarish place, and a well kept, bustling center of commerce. Indeed, just as men have both positive and negative qualities, so does society. Dr. Jekyll and Mr. Hyde contains extremely violent scenes. In each instance, the culprit is Mr. Hyde, and the victim is an innocent. For example, in the first chapter we learn how Mr. Hyde literally trampled a young girl in the street and later on we learn that Hyde, unprovoked, mercilessly beat Sir Danvers Carew to death. Even worse, we find at the conclusion of the novel that Hyde thoroughly enjoyed committing this violence, and afterwards felt a rush of excitement and satisfaction. This shows the pure evil Hyde has that was mentioned before. Interestingly, HydeÃ¢â¬â¢s final victims, when he commits suicide just before Utterson and Poole break into his cabinet, are both himself and Jekyll. In this final act, neither victim is innocent. Clearly, Hyde is guilty of a great many crimes, and Jekyll is guilty as he created Hyde, let him run free, and inhabits the same body as the man. Perhaps in this conclusion, Stevenson is suggesting that to those who promote and commit senseless violence, punishment will come. How to cite Jekyll and Hyde Contrast, Essay examples
Saturday, December 7, 2019
Question: Discuss about the Market Segmentation and Competitive Analysis. Answer: Introduction Marketing strategy is the priority of every company aiming to make it in the corporate world. The fundamental purpose of marketing strategy is to maintain and increase the companys sales while achieving an excellent competitive advantage. The procedures will include all the basics, long and short term activities in the area of marketing dealing with the analysis of first company situation (Zou and Cavusgil 2002). Marketing strategies sometimes differ depending on location and nature of business. However, there are many ways that the strategies can be categorized. People should not confuse marketing strategy with marketing mission or objective (Kumar 2007). The difference between multi-national companies and those that are struggling is having a good strategic plan and implementing as per the agreement. Aldi supermarket chain has for a long time survived because the company has been able to implement a good marketing plan to reach millions of customers worldwide (De Wulf, Odekerken-Sc hrder, Goedertier, and Van Ossel 2005). Otherwise with a weak marketing plan the company is doomed to fail. The marketing department is essential to the success of every organization because the main aim of setting up the business is to maximize the profit made (Zou and Cavusgil 2002). That the reason many organizations spend more time and resources to make sure the company goals and objective are achieved. Background to the Company Aldi is a German supermarket chain globalized around Germany, UK and eighteen other countries with its headquarters in Essen. The chain was founded by two brothers Karl and Albrecht who took over from their mother. The supermarket comprises of two groups: Aldi Sud and Aldi Nord. For a long time, the two teams have worked separately both financially and legally while still operating in specific markets (Kumar 2007) .The Company can deal with complicated dynamics and hard challenges in different markets resulting in various outcomes. The group performs all over the world in more than ten thousand retail stores (Whyatt and Koschek 2010). ALDI for the past years has undergone strong and consistence growth and at the moment it operates five hundred and fifty stores across the United Kingdom. ALDI has been known for owning one of the biggest supermarket chain stores selling food products. However, the supermarket has now expanded into other products like healthcare, clothing, electronics, household goods, and beauty products all going at second prizes (Cleeren, Verboven, Dekimpe, and Gielens 2010). Marketing Analysis Marketing in simple is described as giving the best product and services at the right time, place and with the best price. In the market world, customers will always go for the best product and the nearest convenient place (Walker, Mullins, Boyd, and Larreche 2005) Management experts will always emphasize on four Ps of marketing more often referred to as marketing mix. Below entails in-depth marketing strategies used by Aldi supermarket. The first one is Price, Place, and Product Strategies. The philosophy of Aldi business is to focus on those necessary investments mostly and at all cost avoid any superfluous so as to give customers maximum savings. Unlike other companies that extend their opening hours, the companys stores operate on limited hours mostly going to twelve hours a day (Jain and Haley 2009). At most times one can see almost three to seven workers to manage the entire functioning of the store that is a different strategy from other competitors which have a high number of employees at one place. The selling philosophy of Aldi supermarket is entirely different from other companies as the company has taken a more active approach to promoting and sells its products that are equivalents to other brands. The success of any business is to attract potential buyers and will largely depend on the competing market price (Cleeren, Verboven, Dekimpe, and Gielens 2010). Another strategy is Promotion Strategy. One of the best and unique strategies Aldi supermarket has adopted is the use of advertisement and brand comparison. The adverts show that all the Aldi brands are of good and equal quality (Smith 2006). In this era of improved technology mostly the social media, it has become easier to communicate with the target customers directly. Advertisement of similar brands gives the enterprise an excellent opportunity to provide more information on the product quality and greater the money value of the product. The company at one time ran a blind taste experiment on different brands in the shopping section (Rust, Lemon, and Zeithaml 2004). The end results showed that many of the consumers that liked the well-known brands also liked Aldi brands. The next most important marketing strategy used by Aldi supermarket is recommendations. Many competitors are working very hard to increase their market share while still exploiting the resources. The company recommends quality enhancement to give more and tougher competitions to other leading supermarkets (Rust, Lemon, and Zeithaml 2004). However, Aldi supermarket has an excellent strategy to provide value and services to customers. A good example is providing an opportunity for online shopping and free home delivery (Jain and Haley 2009). For Aldi business to survive well in the current competitive market, I would suggest the company adopts the Porters five forces model. The main reason for Aldi business is to offer best product and services to potential customers while still keeping the client's loyalty. The company needs to develop unique strategies to overcome trade barriers while still accomplishing the cross-border trade (De, Odekerken, Goedertier, and Van 2005). This model is a system that accesses the level of rivalry in the market while still providing procedure improvement in the business. Apart from the models Aldi uses some of the porters general strategy and makes sure the company in a less costly process on leadership strategy on market differentiation. This shows that Aldi business plan gives enough attention on managing the external environment that includes tax regulations and government policies for import and export compliance can be managed well (Rust, Lemon, and Zeithaml 2004). The company can also adopt the Pestle tool that analysis the external environment of the business. Pestle will also enable the company to know any issue developing while still working on cross borders (Segal and Giacobbe 1994). The company can try what is called joint venture as well as strategic alliance collaborations (Deleersnyder, et al. 2007). This will help the business to form a real alliance that will lower down the competition level. Aldi supermarket to make it needs to consider having an online collaboration with other business minded supermarkets dealing with the same products. Aldi supermarket also needs to look into the issue of a language barrier to penetrate the new market. In business, language barriers play a predominant role in determining whether the company will penetrate the new market or not (Semeijn, Van Riel, and Ambrosini 2004). The company should give full attention to developing a good approach where the customer representative are well trained in a manner that they can speak in language local to where they are doing the business. For a long-term growth of the company, Aldi should focus more on technology to help identify behavior traits so as to manage enterprise change. Conclusion Aldi supermarket straightforward and unique approach to marketing strategies has given them a more competitive advantage in the marketplace. The original balance of the company enables it to provide customers with high quality and own branded products and services at a very affordable price in the market (Juhl, et al. 2006). By adopting some lean approaches, the supermarket has continued to offer its customers high-quality products at the best price. Failure for any profit making company develop good marketing strategy will automatically lead to failure of the organization to achieve objectives and goals. The key to this is early planning and being in a position to read to read and interpret the market trends (Walker, et al. 2005). Having done that Aldi supermarket will be at a safe place regarding competition with other competing supermarkets. The primary desire of every business is to make a profit and when the benefits are not realized the company will not be able to sustain itsel f, therefore, shutting down. Reference List Cleeren, K., Verboven, F., Dekimpe, M.G. and Gielens, K., 2010. Intra-and interformat competition among discounters and supermarkets.Marketing science,29(3), pp.456-473. De Wulf, K., Odekerken-Schrder, G., Goedertier, F. and Van Ossel, G., 2005. Consumer perceptions of store brands versus national brands.Journal of Consumer Marketing,22(4), pp.223-232. Deleersnyder, B., Dekimpe, M.G., Steenkamp, J.B.E. and Koll, O., 2007. Winwin strategies at discount stores.Journal of Retailing and Consumer Services,14(5), pp.309-318. Jain, S.C. and Haley, G.T., 2009.Marketing planning and strategy. Cincinnati South-Western Publishing Company 1985. Juhl, H.J., Esbjerg, L., Grunert, K.G., Bech-Larsen, T. and Bruns, K., 2006. The fight between store brands and national brandsWhat's the score?Journal of Retailing and Consumer Services,13(5), pp.331-338. Kumar, N., 2007.Private label strategy: how to meet the store brand challenge. Harvard Business Review Press. Rust, R.T., Lemon, K.N. and Zeithaml, V.A., 2004. Return on marketing: Using customer equity to focus marketing strategy.Journal of marketing,68(1), pp.109- 127. Segal, M.N. and Giacobbe, R.W., 1994. Market segmentation and competitive analysis for supermarket retailing.International Journal of Retail Distribution Management,22(1), pp.38-48. Semeijn, J., Van Riel, A.C. and Ambrosini, A.B., 2004. Consumer evaluations of store brands: effects of store image and product attributes.Journal of Retailing and Consumer Services,11(4), pp.247-258. Smith, R.L., 2006. The Australian grocery industry: a competition perspective.Australian Journal of Agricultural and Resource Economics,50(1), pp.33-50. Walker, O.C., Mullins, J.W., Boyd, H.W. and Larreche, J.L., 2005.Marketing strategy. McGraw-Hill Education. Whyatt, G. and Koschek, R., 2010. Implementing relationship marketing: supermarkets' perspectives.Marketing Intelligence Planning,28(5), pp.582-599. Zou, S. and Cavusgil, S.T., 2002. The GMS: A broad conceptualization of global marketing strategy and its effect on firm performance.Journal of marketing,66(4), pp.40-56.
Friday, November 29, 2019
A Boy Called It essays The story A Child Called It, by David Pelzer is one of the most astonishing chronicles about his survival through child abuse. The biography is viewed through the childs eyes for the purpose to help others heal from traumatic pasts. The story of David Pelzers childhood is imperative to be available to readers because of the life lessons the book bestow and the quality of Pelzers compelling writing. A Child Called It is basically about one childs courage to survive. During the 1970s, Pelzers child abuse was recorded to be the third most severe in the state of California. He endured both physical and mental cruelty to his emotionally unstable, alcoholic mother, Catherine Roerva. David Pelzer was brutally beaten, starved, and tortured so much that she no longer considered him a son or a boy, but just it. Many lessons can apply to the book and one can interpret the theme in dissimilar ways. I believe the storys primary lesson is that ones courage and willpower is liable to facilitate ones survival. Life will go on no matter how atrocious circumstances seem. I wanted to show the bitch that she could beat me only if I died, and I was determined not to give in, even to death. [Pg. 91] The passage shows David Pelzer willpower and determination; he believed he could win and attain his mothers torture and cruelty. Even though his ambition to survive consisted of loathing his mother, the lesson exemplifies how good determination can result in triumph. Overall, the biography of David Pelzers childhood was ghastly. Though each struggle he goes though, the reader can find himself enduring his pain, comforting his loneliness, and fighting for his will to survive. The detail Pelzer writes gives the readers an awakening to the truth about child abuse. When his mother forces David to eat ammonia, he vividly describes My thro...
Monday, November 25, 2019
Managing and Leading Strategic Change Introduction According to Weick and Quinn (1999), organizational change is a fundamental practice. Organizational change involves numerous practices that aim at introducing new approaches. Enhancement of organizational functions leads to the improvement of performance in organizations. It includes the restructuring of organizational functions so as to pave the way for the introduction of the desired changes in the organization.Advertising We will write a custom essay sample on Managing and Leading Strategic Change specifically for you for only $16.05 $11/page Learn More In most cases, the change affects the culture of an organization as it may call for an overhaul of organizational norms and routines. In this paper, it is argued that organizations have varying practices. The introduction of these practices impede to the management of change. According to Cameron Green (2004), the success and sustainability of organizational performance can be achieved throu gh the strategic management of change in organizations. When managing change in companies, managers need to be aware of the potential impacts of introducing change programs in the organization (Burnes, 2004). The most critical factor that needs to be given attention in the management of organizational change is the culture of an organization. Strategic change often affects the culture of a company and should thus be planned and implemented by factoring in all the operational features of organization (Stace and Dunphy, 1991). This paper discusses the management of strategic change in business ventures. The study looks into organizational culture and how it is affected by strategic change. The paper discusses how the culture of an organization affects the introduction and implementation of change programs. In the paper, it is argued that organizational culture can affect organizational change in either a positive or negative way. Organizational Culture Theory and strategic change Orga nizational culture entails the values, beliefs and attitudes that are held by a firm. These elements define the practices implemented in an organization. Organizational members often consider organizational realities based on their practices. Patterns of behaviour in organizations are best explained through observing the culture of organizations. Culture is critical to the routine operation of a firm. Management of the organization is faceted by the culture of the particular company (Daft, Murphy Willmott, 2010). Therefore, any force that is likely to induce changes in the culture of an organization brings about disturbances to its management. However, modern organizations operate in an environment that is dynamic and continues changing all the time.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This means that they have to keep adjusting their managerial styles. This has a dir ect impact on culture. In most cases, organizational change programs are seen as sources of conflict in the managerial practices of organizations. Change brings about new practices. Organizational members often get it hard to adapt to the new practices because of the habit to use long-held approaches (Amagoh, 2008). According to Stace and Dunphy (1991), organizational culture shapes the internal environment of a company. Culture in the context of an organization is composed of many practices, which define the operational environment of an organization. It includes the long-held assumptions, practices and norms. It also includes the rules and modes of organizational operations developed over a long span of time. The long-held practices of an organization are often normalized and form part of the code of conduct for the organizational employees. Culture includes written and unwritten codes to which organizational employees are to be adhered. They are considered to be valid by organiza tional members and thus commonly accepted and widely practiced. The valid practices and long-held patterns of conducting organizational practices are combined to form the corporate culture. The corporate culture presents itself in a number of ways. The main way through which the corporate culture is manifested in the organization is the mode of business activities. The flow of business transactions differs from one organization to another. The nature in which firms are organized is part of the culture of the company. The other salient feature which depicts the culture of a certain business venture is the manner in which power is distributed in the entity (Fineman, 2008). Power structure which defines the distribution of power and authority in organization varies from one company to the other. This separates one firm from another, hence it is a component of organizational culture. The treatment of organizational workers, customers and the other publics is also a component of organiza tional culture. Therefore, it is worthwhile to deduce that organizational culture is derived from a wide range of organizational functions. The manner in which these functions are performed by companies is what is referred to as corporate culture. Corporate culture defines the characteristics of organizations and how they play out in the interaction between the organization and the environment in which the business operates (Fineman, 2008).Advertising We will write a custom essay sample on Managing and Leading Strategic Change specifically for you for only $16.05 $11/page Learn More The relationship between organizational culture and strategic change management Organizational culture is the strongest force in organizations. Therefore, it is quite hard to eliminate the long-held practices in a company. However, organizational change has forces which demand a restructuring of organizational operations. With organizational change, the interruption of the cultu re of an organization is an unavoidable activity. Strategic change management is a desired activity in organizations given to the fact that organizations operate in an environment that keeps changing. Change, which occurs in the external environment, necessitates strategic change in organizations as well. The goals and objectives set by the firm are patterned by strategies. Strategies help in the organization to discharge of duties among its workers and managers. They propel organizations towards meeting the laid-down goals. The need for organizational change emanates from forces in the larger environment in which firms carry out their activities. In order to adjust to the forces and maintain their performance records, organizations are often forced to make adjustments to their activities. This helps them in absorbing the stocks from these forces and forging ahead with their operations without impediments. In some cases, change is not only necessitated by the forces of the external environment (Clegg, Kornberger and Pitsis, 2005). The need for improvement of internal efficiency also necessitates organizational change. Strategic change management is a process that entails a deep look into the operations of the environment and the need to improve the operations through the introduction of new ways of handling organizational tasks. Strategic change can take place in two ways. One of the models of strategic change in companies is the introduction of new programs to replace the prevailing programs. Such cases occur when there is a need for an overhaul of organizational functions so as to meet the demands of the external environment of a firm (Fineman, 2008). For a business company, this is a common practice due to the existence of competition from the external environment. Business firms face a lot of competition in the market, therefore, they keep monitoring trends in the industry and adjust to those trends accordingly. They also keep monitoring other business fir ms which are considered to be their rivals.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, change in strategy by their competitors forces them to make changes to an equal degree in order not to be competitively disadvantaged in the market. As they keep working, organizational managers seek to identify areas of weakness in organizations. Organizational weakness resonates from a number of features. These include policies, structure, operational environment and strategies (Bamford and Forrester, 2003). The identification of the areas of weakness is a crucial step for organizational managers as these areas are the sources of inefficiency in the operation of the companies. Therefore, change is needed in streamlining areas which have weaknesses. This means that the routine operations will be interfered with so that the operations can be streamlined. Organizational change is a continuous process. Change occurs in cycles. This means that change cannot be avoided. Change prevails at all times. Strategic change has an enormous impact on the organizational culture. With o rganizational change, the culture of an organization is often subjected to adjustments (Bamford and Forrester, 2003). According to Teece, Pisano and Shuen (1997), organizations keep seeking for better means of improving efficiency and effectiveness in performance. Unlike in the ancient times when organizations stuck to certain modes of operation, modern organization are dynamic. The ancient environment favoured the maintenance of organizational culture because the ancient operating market was less competitive as compared to the current one which is distinguished for high competition. Modern organizations highly embrace dynamism. This is caused by the fact that there is high competition and the need to attain a competitive position in order to benefit from the operational environment. Organizations keep searching for mechanisms of improving the processes of management. Strategic change management is thus a dynamic process which enables organizations to develop and implement strategic goals. Strategic goals are often detailed and seek to address issues within organizations. Organizations engage in a wide rage of activities. Most of these activities force organizations to make changes to their structures (Teece, Pisano and Shuen, 1997). Corporate change and strategic management Ã¢â¬â influence on organizational culture Organizations seek to raise the levels of performance by diversifying their programs and functions. Corporate strategies lead organizations to the attainment of practices and activities that help them in meeting their corporate goals. Corporate change starts by the evaluation of the competitive landscape within which an organization works. Organizations are required to analyse their capabilities. Capabilities of organizations are reflected in their assets and liabilities. Strategies of change are often developed based on operational capacity of firms. Strategic changes are implemented using organizational resources. This means that limitation of organizational resources will often pose difficulties in the implementation of corporate change. Corporate change entails cumulative changes that are made to the design of organizations (Lucke, 2003). Corporate change is driven by the need for an improvement of organizational practices so as to capitalize on opportunities that exist in the operational environment. On the other hand, corporate change may be directed at eliminating harmful effects that come from the environment. All in all, the motives for organizational change are to improve the performance of an organization. In situations where the forces in the environment are too strong, companies may be forced to use resources to put them in a position in which they cannot be swayed by the forces. In case of mounting pressures from external organizations, businesses are left with limited options. They work under limited timelines. If it takes them longer to adapt to changes, they are bound to fail. Thus, they make quick adjustm ents to corporate functions. This is a risky exercise and puts organizations in a tight angle. Corporate change has to be aligned with organizational strategies. However, this is a daunting task because change results in modification of organizational culture from which organizational strategies are derived (Alvesson, M Sveningsson, 2007). As earlier observed, the current management environment is competitive and highly dynamic. Therefore, firms engage in various activities to help them in keeping pace with their rivals. Organizations must learn to deal with different pressures that result from change as it is a process that cannot be avoided (Argyris, 2001). Organizational change is an activity that has a high degree of dynamism. An example of such activities that are commonly practiced by firms as a way of raising their competitive strengths are mergers and acquisitions (Kavanagh Ashkanasy, 2006). Mergers and acquisitions are among the practices in strategic change management. T hey are part of the operational strategies that are applied by many firms today (Buono Bowditch, 2003). They have an immense impact on the culture of organizations involved. Acquisitions and mergers have proved to be effective mechanisms of attaining growth, corporate diversity and rationalization of organizational operations. According to Van Knippenberg and van Leeuwen (2001), mergers and acquisitions entail a wide range of activities which have a direct effect on the culture of organizations. When organizations involve in merger and acquisitions, they are forced to adopt new models of working. Firms which have emerged often come up with a new charter that defines the functioning of the resultant organizations. Structures of operation used by each organization keep changing. This means that new cultures are developed by such strategic practices of managing firms. Therefore, organizational leaders that are involved in conducting merger and acquisitions are often faced with difficu lt tasks. They have to ensure that they align the structures of the organization with its function. Stable working organizations are developed when the culture of companies, taking part in merger exercise, is properly aligned (Kavanagh Ashkanasy, 2006). This helps in eliminating hitches that may hinder the work of such organizations. Introduction of new structures involves a change in the style of leadership in organizations. Change in organizational leadership necessitates modifications in the pattern of work. Experts in strategic leadership and management argue that change in cross organizational contact is realized when organizations communicate changes to all their members (King et al., 2004; Herscovitch and Meyer, 2002). The impact of radical change on the stability of organizational members Huy (2002) observed that there are different circumstances that necessitate the introduction of change programs in organizations. In a number of cases, organizational managers introduce ra pid change to contain certain situations. Rapid change is introduced to aid in arresting certain situation which seem trivial to organizational functioning. While rapid change programs are applauded for mitigating the barriers to organizational performance, they also have negative effects on the emotional stability of the companies. Rapid changes come with rapid adjustments to work patterns in the businesses. In most cases, employees are taken aback with these change programs. Stability of emotions among organizational employees is a crucial factor. Employees feel more content when they are performing the tasks that they are used in organizations. Rapid changes introduced may require employees to perform the tasks which they had gotten used to performing in the past. The nature and pace of adjustments are defined by the rapid change programs which are often undesired. The situation is further aggravated if there is a failure of organizational managers to perform a quick assessment o f the organization, prior to introducing such program (Fineman, 2003). In most cases, such programs end up failing to meet their intended objectives because they do not take into account the emotional state of organizational employees. The emotional state of employees is determined by the operational norms of an organization, thence organizational culture. Every activity, which has the potential to sway the mental state of employees, needs to be approached with caution. Therefore, the quality of strategic management is critical at this stage. The introduction of such change programs calls for closer supervision, guidance and continuous encouragement of workers as they perform the stipulated tasks. Emotional intelligence management is highly desired in the discharge of duties that come with rapid change programs in organizations (Plowman et al., 2007). Diversity of strategic options may occur in challenging and at the same time in normal times. In any case, the quality of leadership which is part of organizational culture becomes the key determinant of effective choices (Delbridge, Gratton and Johnson, 2006). The high level of professionalism of organizational leaders is desired since it helps them to make rational decisions for organizations. If mistakes are made at this stage, then there is a high likelihood of missing the mark in pursuance of change in organizations. In most cases, organizational members differ with the choice of strategies. Sound leaders are manifested at this crucial point (Latta, 2009). This helps organization in reaching consensus about the desired strategies. The choice of change strategies is affected by the culture of an organization. The choices that are made by the managers must be compatible with organizational operations (Pettigrew, 1990). Conclusion Change is a desired practice in the management of organizations. Organizational change entails the introduction of several adjustments to the operations of the companies. Change in or ganizations is a dynamic process. Strategic management of change is a combination of activities that help businesses in meeting the demand from the external environment. It has a direct effect on organizational culture. It is therefore imperative to say that culture can have both positive and negative impacts on organizational change. When the practices of an organization favour a given course of events, which denotes change, then it becomes easy to implement change programs. When a number of new organizational programs and process impact heavily on organizational norms, it becomes difficult for organizations to implement the programs and processes. In such cases, it forces organizations to devise and implement strategies which would ensure that organizational members and structures absorb change. Organizational culture entails the practices that are embraced by business ventures. From the discussion, it can be deduced that organizational culture is highly impacted upon by change pr ograms. Strategic change programs are desired as they help organizations adapt to the practices of strengthening the competitive forces of organizations. Leading strategic change entails the analysis of organizational practices and making recommendations that favour the performance of companies. More often, organizational change involves practices that force organizations to make substantial adjustments to their system of operation. Many companies are working on modalities of improving performance. Most organizational practices have a significant effect on the way firms work. It is, therefore, vital for organizational managers being vigilant as they introduce new programs. Change programs have many aspects of dynamism which affect organizational culture. Reference List Alvesson, M Sveningsson, S 2007, Changing Organizational Culture: Cultural Change Work in Progress, Taylor Francis, New York, amazon.com/Changing-Organizational-Culture-Cultural-Progress/dp/0415437628. Amagoh, F 200 8, Ã¢â¬ËPerspectives on Organizational Change: Systems and Complexity TheoriesÃ¢â¬â¢, The Innovation Journal: The Public Sector Innovation Journal, vol. 13 no. 3, 1-14, innovation.cc/scholarly-style/amagoh3dec2008jag2rev1.pdf. Argyris, C 2001, On Organizational Learning, Blackwell, London. Bamford, D Forrester, P 2003, Ã¢â¬ËManaging planned and emergent change within an operations management environmentÃ¢â¬â¢, International Journal of Operations Production Management, vol. 23 no. 5, 546Ã¢â¬â556, emeraldinsight.com/journals.htm?articleid=849475show=pdf. Buono, A F Bowditch, J L 2003, The human side of mergers and acquisitions: Managing collisions between people, cultures, and organizations, Beard Books, Washington, DC, http://books.google.com/books?id=MqRPbirnnBcCprintsec=frontcoverhl=ru#v=onepageqf=false. Burnes, 2004, Managing Change, Pearson Education, UK. Cameron, E Green, M 2004, Making Sense of Change Management, Kogan Page, London. Clegg, S, Kornberger, M, Pits is, T 2005, Managing and Organizations: An introduction to Theory and Practice, Sage, London. Daft, RL, Murphy, J Willmott, H 2010, Organization theory and design, South-Western Cengage Learning, Andover, amazon.com/Organization-Theory-Design-Richard-Daft/dp/0324598890. Delbridge, R, Gratton, L Johnson, G 2006, The Exceptional Manager, Oxford University Press, Oxford, amazon.co.uk/Exceptional-Manager-Making-Difference/dp/0199228736. Fineman, S 2003, Understanding Emotion at Work, Sage, London, amazon.com/Understanding-Emotion-Work-Stephen-Fineman/dp/0761947906. Fineman, S 2008, Emotional organization; Passions and the Power, Blackwell, London, amazon.com/Emotional-Organization-Passions-Power/dp/1405160306. Herscovitch, L Meyer, J P 2002, Ã¢â¬ËCommitment to organizational change: Extension of a three-component modelÃ¢â¬â¢, Journal of Applied Psychology, vol. 87 no. 2, 474Ã¢â¬â487, http://journals1.scholarsportal.info.ezproxy.lib.ryerson.ca/tmp/14169021142071216180.pdf. Huy, Q N 2002, Ã¢â¬ËEmotional balancing of organizational continuity and radical change: The contribution of middle managersÃ¢â¬â¢, Administrative Science Quarterly, vol. 47 no 3, 31Ã¢â¬â69, jstor.org/stable/3094890. Kavanagh, M H Ashkanasy, N M, 2006, Ã¢â¬ËThe Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a MergerÃ¢â¬â¢, British Journal of Management, vol. 17 no. 2, 81Ã¢â¬â103, http://onlinelibrary.wiley.com/doi/10.1111/j.1467-8551.2006.00480.x/abstract;jsessionid=6FF0A229F3A627D5E02A5DBF14D6E133.d01t03?deniedAccessCustomisedMessage=userIsAuthenticated=false. King, D R, Dalton, D R, Daily, C M, Covin, J G 2004, Ã¢â¬ËMeta-analyses of post acquisition performance: Indications of unidentified moderatorsÃ¢â¬â¢, Strategic Management Journal, vol. 25 no. 2, 187Ã¢â¬â200, http://journals1.scholarsportal.info.ezproxy.lib.ryerson.ca/tmp/8961001857065712972.pdf. Latta, G F 2009, Ã¢â¬ËA Process Mode l of Organizational Change in Cultural Context (OC3 Model): The Impact of Organizational Culture on Leading ChangeÃ¢â¬â¢, Journal of Leadership Organizational Studies, vol. 16 no. 1, 19-37, http://skat.ihmc.us/rid=1GSQPFH9L-D6KVCN-Q90/A%20Process%20Model%20of%20Org%20Change%20in%20Cutural%20Context.pdf. Luecke, R 2003, Managing change and transition, Harvard Business School Press, Boston, amazon.com/Managing-Change-Transition-Richard-Luecke/dp/1578518741. Pettigrew, A 1990, Ã¢â¬ËStudying strategic choice and strategic change: a comment on Mintzberg and Waters, Ã¢â¬ËDoes decision get in the way?Ã¢â¬â¢, Organization Studies, vol. 11 no. 1, 6-10, http://journals1.scholarsportal.info.ezproxy.lib.ryerson.ca/tmp/12659491582356535299.pdf. Plowman, D, Baker, L, Beck, T, Kulkarni, M, Solansky, S, Travis, D 2007, Ã¢â¬ËRadical change accidentally: the emergence and amplification of small changeÃ¢â¬â¢, Academy of Management Journal, vol. 50, no. 3, 515Ã¢â¬â543, http://bus.utk.e du/mgt/faculty/personal/plowman/documents/AMJradicalchange.pdf. Stace, D Dunphy, D 1991, Ã¢â¬ËBeyond traditional paternalistic and developmental approaches to organizational change and human resource strategies, International Journal of Human Resource Management, vol. 22 no. 3, 263Ã¢â¬â284, tandfonline.com/doi/abs/10.1080/09585199100000068. Teece, D, Pisano, G Shuen, A 1997, Ã¢â¬ËDynamic capabilities and strategic managementÃ¢â¬â¢, Strategic Management Journal, vol. 18 no. 2, 509Ã¢â¬â533, http://faculty.fuqua.duke.edu/~charlesw/s591/Bocconi-Duke/Papers/C10/TeecePisanoShuenSMJ.pdf. Van Knippenberg, D Van Leeuwen, E 2001, Ã¢â¬ËOrganizational identity after a merger: Sense on continuity as a key to postmerger identificationÃ¢â¬â¢, In: M. A. Hogg and D. J. Terry (eds), Social identity processes in organizational contexts, Psychology Press, Philadelphia, http://gpi.sagepub.com/content/13/4/461.refs. Weick, K E Quinn, R 1999, Ã¢â¬ËOrganizational change and developmen tÃ¢â¬â¢, American Review of Psychology, vol. 50 no. 4, 361-86, http://search.proquest.com.ezproxy.lib.ryerson.ca/docview/205830411.
Friday, November 22, 2019
Can we know when to trust our emotions in the pursuit of knowledge Consider history and one other area of knowledge - Essay Example This mainly occurs when we lay our fundamental beliefs on matters of the heart rather than using brains to make our conclusions. This type of emotion provides us with strength to engage in intellectual activities. Knowledge is learning or studying something new a person didnÃ¢â¬â¢t know before.knowldge and its power suppresses normal schooling as it comes through a very long process of experiences (Campbell, 2002, pp204). Though schooling is educational, it cannot give someone an opportunity to experience knowledge that is experienced when an individual takes on a journey to explore new things. Guided by emotions, an individual tend to dwell deep on a matter and learn more than he or she can have a chance to learn more than ever, thus opening more avenues there were never there before. With emotions facilitating the search of knowledge an individual will have a chance to learn a broader spectrum of things. Using emotions and the art is a trustworthy action. In history, every story is related to emotions. Being compilations of stories from different personas, no one can stand and clearly say what the truth in history is. No one can certify whether historical accounts are true or not. In respect to this fact, the pursuit of knowledge in history then is said to be completely emotional experience (Campbell, 2002, pp134). History, involves evidence used, where it was made, whom it was made by and for what reason. History as a way of knowing the past happenings does not only help us to understand more on what is being researched, but also creates insight into the time period. Sometimes when an individual acts emotionally, his or her rationality is very weak thus allowing an opportunity for history misconstruction. Emotions can immensely affect history. For example, during the trial of David Irving versus Dr. Deborah, and Penguin publishers. Irving was accused to be anti-Semite and a racist, but he strongly resented the accusations saying that the
Wednesday, November 20, 2019
Discuss and critically assess the assertion that the role of marketing - Essay Example The essay will go on to compare whether marketing has a more functional rather than strategic role in the era of modern marketing and how this is reflected in modern marketing strategies in the modern corporate world. The Marketing concept entails the philosophy that firms should be able to analyse consumer needs and then make any decisions to satisfy those needs (Nakata.C.2002). The concept is fairly new and only found its way into modern business philosophy after the Second World War. (Nakata.C.2002). However even in the 18th century economists like Adam Smith in his book the wealth of nations 1776 were of view that needs of the producers should only be viewed in sync with the needs of the consumers (Nakata.C.2002). There has been much academic consensus that the role of marketing is often viewed from too narrow a perspective. (Anttila 2002, Anderson 1982).This assertion then begs the question as to what is the comprehensive perspective of the marketing concept. Thus it would seem that the wider role of marketing synthesizes a variety of particular skills and practices learned as well as resources created "translating the philosophy into specific business strategies in order to achieve competitive advantages and superior performance".Antilla 2002). Strategic planning, is how an organisation defines its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. (Schultz 1994).The concept of marketing on the other hand has come a long way. As long back as 1910 there was "a period of conceptualization" for marketing and it was celebrated as "matter in motion". (Robert 1976) During the following decades the concept of marketing then integrated and developed and it was given agreed that the functional institutional commodity analysis of marketing was unsatisfactory and a definition of marketing evolved (Robert 1976). Marketing as a necessity for all stages of production Selling gets differentiated from marketing by the fact that selling is only done when a product is made available on the shelf within a retail outlet while marketing starts right at the beginning as early as the idea is conceived or being developed (Orpen, 1985).This contention above alone would demonstrate how marketing has penetrated the earlier stages of production and how it has become indispensable for making the strategies succeed. (Anderson 1982)All this however also entails that the narrow, specialist approach to marketing would weaken the strategic planning itself.(Anderson 1982,Shiner 1998) Marketing as an integral and strategic part of the general management orientation In the understanding of the role of marketing vis a vis strategic planning a much seasoned approach would be to assess the relationship between the two before passing a judgment on the role of modern marketing. As I have mentioned before strategic planning concerns the "direction of business"(Robert 1976) as regarding its production, output finance and operations. Where does marketing fit in then Marketing will fill in the gap and solidify the strategic
Monday, November 18, 2019
Promotional Analysis - Research Paper Example The area of the business is strategically located in order for its esteemed customers to access quickly. Because the store also has a high volume of individuals, it is situated in the center of the city and a very spacious locality. Due to greater demand for perfume across the world, the idea of note fragrance came into being. Moreover, the availability of materials as well as skilled labor required producing the product enhanced product generation, also there the high demand for quality and affordable fragrance perfumes boosted the business idea in its existence. Like any other business, the owners of note fragrance had an intention of making profit and employment generation to individuals around the world. In addition, strategic location of the company as well-advanced marketing strategies that are E-marketing among other online services boosted the Idea of generating the Note fragrance store. The business also requires little capital start as cheap and readily labor contributes in one way to another for the development of the fragrance shop. The idea of creating my perfumes emerges because passions and interest in perfumes. Apart from enjoying the beautiful scent of the perfume, I join the business for the sake of make profit and try to make ends meet. Due to readily available market for the product and sufficient infrastructure also boosts the need for one to invest heavily in the business. The product also does not only concentrate on particular individuals, but it cuts across to; young and old, men as well as women. Due to high demand and readily available market for the product, it will call for massive production that will increase the volumes of supplies hence meeting the customers demand at any given time across the world. Fragrance oil international limited is one of the major competitors, producing the same product as Note fragrance. In addition, luxury store also sells