Attachment Theory Essay

Attachment theory describes the dynamics of long-term relationships between humans. Its most important tenet is that an infant needs to develop a relationship with at least one primary caregiver for social and emotional development to occur normally. Attachment theory explains how much the parents’ relationship with the child influences development. Attachment theory is an interdisciplinary study encompassing the fields of psychological, evolutionary, and ethological theory. Immediately after World War II, homeless and orphaned children presented many difficulties,[1] and psychiatrist and psychoanalyst John Bowlby was asked by the UN to write a pamphlet on the issue which he entitled maternal deprivation. Attachment theory grew out of his subsequent work on the issues raised. Infants become attached to individuals who are sensitive and responsive in social interactions with them, and who remain as consistent caregivers for some months during the period from about six months to two years of age, this is known as sensitive responsiveness. When an infant begins to crawl and walk they begin to use attachment figures (familiar people) as a secure base to explore from and return to. Caregivers’ responses lead to the development of patterns of attachment; these, in turn, lead to internal working models which will guide the individual’s perceptions, emotions, thoughts and expectations in later relationships.[2] Separation anxiety or grief following the loss of an attachment figure is considered to be a normal and adaptive response for an attached infant. These behaviours may have evolved because they increase the probability of survival of the child.

Beauty of Bangladesh

Q. 1:What is the title of your term paper? Ans:The title of our term paper is â€Å"Beautiful Bangladesh† Q. 2:Why do you want to work on the topic? Ans:The topic is so interesting to us we want to work on the topic Q. 3:How do you think this topic is going to help you? Ans:To collect materials on the following topic we need to research some book ,news paper & web link ,Which is so helpfull to increase our knowledge about Bangladesh Q. 4:How do you intend to proceed with this work and from where do you plan to collect the materials? Ans: Because of our curiosity we intend to proceed with this work. We collect data from internet,Some books & newspaper. 1. 1. Introduction 2. 1. heritage sites 1. shat gambuj mosque 2. MohastanGor, Bogra 2. 2. Country Of longest beach & World's Largest Mangrove Forest 2 Sundarban 3 Cox's Bazar 2. 3. Cultural beauty 4 Pohela Boishakh 5 Lalon Akhra 2. 4. Some Other Natural Beauty 7 River & River Side 8 paddy Field 9 Six Seasons are Six beauty 2. 5. The Potential Travel Services 2. 5. 1 The potential of the tourism industry 2. 5. 2. Future tourist demand 3. 1 Conclusion 1. 1 Introduction Bangladesh is a  sovereign state  located in  South Asia. It is  bordered  by  India  on all sides except for a small border with Burma  (Myanmar) to the far southeast and by the  Bay of Bengal  to the south. Together with the Indian state of  West Bengal, it makes up the ethno-linguistic region of  Bengal. It is the  eighth most populous country and among the  most densely populated countries  in the world. Bangladesh is in the low-lying Ganges–Brahmaputra River Delta or Ganges Delta. The Ganges unites with the Jamuna and later joins the Meghna to eventually empty into the Bay of Bengal. We have lots of natural elements. In this term paper we want to describe about the beauty of our country. 2. 1 Heritage sites 2. 1. 1. Shat Gambuj Mosque It is a Tughlaq styled mosque. Khan Jahan Ali  was the architect and  general contractor of this historical mosque. It is the largest  historical mosque  in Bangladesh. It is also one of the most impressive  place on the Indian Subcontinent. The mosque is situated on the eastern bank of the Ghora Dighi. The name Shat Gambuj Masjid means a mosque with sixty domes. But  actually the mosque has 77 squat domes with 7 four sided pitched  Bengali domes in the middle row. The mosque is constructed in 1449 with terracotta decoration. Around the doors you can see beautiful design. Inside of the mosque the walls are designed by former muslim cultural tradition. The full  mosque is a wonderful archeological beauty which is the signature of  the 15th century. 2. 1. 2. Mahasthangarh [Bogra] Mohasthangarh is one of the main attractions in north Bengal. It was the capital of Kingdom of the Mourjo, the Gupta and the Sen Dynasty. This is the ancient archeological and historical which was, established in 2500 BC. It is the oldest archaeological site of Bangladesh is on the western bank of river Karatoa 18 km. The spectacular site is an imposing landmark in the area having a fortified, oblong enclosure measuring 5000 ft. by 4500 ft. with an average height of 15 ft. from the surrounding paddy fields. This 3rd century archaeological site is still held to be of great sanctity by the Hindus. Every year (mid-April) and once in every 12 years (December) thousands of Hindu devotees join the bathing ceremony on the bank of river Karatoa. 2. 2 Country Of longest beach and World's Largest Mangrove Forest 2. 2. . Cox's bazar To the south of Chittagong, Cox's Bazaar is the tourist capital of Bangladesh. Having the world's longest unbroken (120 km) beach sloping gently down to the blue waters of the bay of bengal against the picturesque background of a chain of hill covered with deep green forests. Cox's Bazaar is one of the most attractive tourist spots in the world. Miles of golden sands, towering cliffs surfing waves, rare conch shells, colorful pagodas, Buddhist temples and tribes, delightful seafood – these are specialties of Cox's Bazaar. The beach is good for bathing, sunbathing and swimming. The breath-taking beauty of the sun-setting behind the waves of the sea is captivating. Visits to the fascinating picnic spot at Himchari, Teknaf are amazing. Buddhist temple at Ramu and nearby island of Sonadia, St. Martin and Mohaskhali are memorable experience of one's lifetime. 2. 2. 2. Sundarban The Sundarbans delta, at the mouth of the Ganges river, is the largest mangrove forest in the world, spreading across parts of Bangladesh and West Bengal, India. The Sundarbans features a complex network of tidal waterways, mudflats and small islands of salt-tolerant mangrove forests. The area is known for its wide range of fauna, with the Royal Bengal tiger being the most famous, but also including many birds, spotted deer, crocodiles and snakes. Tiger is the greatest parts of the Sundarbon and they are very powerful. Bengal tigers are very attractive in the worlds demand. So many tiger exist in the world but Rayal Bengal Tigers are very demanding here for their extra ordinary activities of their own. 2. 3. Cultural Beauty 2. 3. 1. Pohela boishakh: The first day of Bangla year is called Pohela Boishakh or Bangla New Year. It is the first day of the Bengali calendar celebrated in both Bangladesh and West Bengal and Bengali communities in Assam and Tripura. . â€Å"Celebrations of Pohela Boishakh started from Akbar's reign. It was customary to clear up all dues on the last day of. On the next day, or the first day of the New Year, landlords would entertain their tenants with sweets. On this occasion there used to be fairs and other festivities. In due course the occasion became part of domestic and social life, and turned into a day of merriment. 2. 3. 2. Lalon Akhra: Fakir Lalon Shah is also known as Lalon Shah (c. 774–1890), was a Bangladeshi philosopher poet. His poetry, articulated in songs, is considered classics of the Bangla language. Fakir Lalon Shah lived in the village of Cheuria in the district of Kushtia and to the Upazila(sub district) of Kumarkhali in Bangladesh. The details of Lalon's early life are made controversial mainly by urban-educated scholars representing communal tendenc ies among both Hindu and Muslim writers. Lalon also recorded very little information about himself. Depending on the source, some claim Lalon was born of Hindu Kayastha parents and during a pilgrimage to Murshidabad with other Bauls of his native village; . 4. Some Other Natural Beauty 2. 4. 1. River and river side: Bangladesh is a land of rivers. Many of these rivers are wide and long. The bank of the river presents an unbroken view of a variety of sights which entertain the eyes. Here men, women and children bathe, there women get down to water’s edge with pitchers in their hands and again there washer man wash clothes and cowboys graze their cattle. A river offers a grand spectacle on a moonlit night. All around there is a deep silence which is now and then broken by the splashing dip of oars and the songs of the boatman. . 4. 2. Paddy Field: A paddy field is a flooded parcel of arable land used for growing rice and other semi aquatic crops.. Paddies can be built into stee p hillsides as terraces and adjacent to depressed or steeply sloped features such as rivers or marshes. During the twentieth century, paddy field farming became the dominant form of growing ricePaddy field looks different in different colors. When it is green the land turns into a carpet of bright green rice shoots while the smell of drying jute invades the air. And when it is yellow then the paddy field looks like gold. . 4. 3. Six Seasons and Six Beauties: At an interval of every two months, there appears a new season in Bangladesh. Thus we have six seasons in Bangladesh. They are summer, the rainy season, autumn, the late autumn, winter and spring. March to May or in Bengali Baishakh and Jaistha are the Summer months. Summer is the season of scorching sun. It is the season of perspiration and thirst. Then comes the rainy season. The months of June to August or Asharh and sraban make the rainy seasons. In this season the sky remains cloudy and it rains day and night. Rivers, tanks, ponds and canals are full of water. The autumn rolls into Late autumn or Hemanto, which is the seasons of dew. Harvesting of crops begins soon. The golden paddy in the fields creates in the minds of the peasants many happy dreams. From mid-November to early January, the weather becomes more arid and less humid. The earth dries and dust forms. Warm clothes are pulled out. Young people play tennis, football, cricket and golf. The coolest days are from mid-December to February when the days are golden with light, the flowers are blooming and the nights and early mornings are chilly. Night guards wrap themselves up in shawls and blankets with scarves and hats are pulled down over their ears. 2. 5. The potential travel and tourism services in Bangladesh 2. 5. 1. The potential of the tourism industry The tourism industry is quite a young line of business in Bangladesh, where the development predominantly has been left to the local market forces. Today this market has both local and international tourist players competing for the small existing market, primarily composed of a local tourist market and a foreign business market. Bangladeshi government and private tourist sector are represented by organisations, nevertheless co-operation, strategies and policies aiming at developing a prosperous and sustainable tourist industry are rare – and not always implemented if they exist . To develop the Bangladeshi tourism industry successfully a local based strategy is crucial – without visions, missions, goals and policies for this line of business the development is largely uncontrolled. Here by there is a possibility that an undesired or destroying tourist development takes place, often being influenced by powerful foreign tourist players. . 5. 2. Future tourist demand Bangladesh is part of South Asia, which also includes Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka. This major region is the most under represented region in tourism terms, with 23 per cent of the world’s population but less than 1 percent of staffers. We have lots of natural elements. We need to care our nature. We h ave lots of opportunities to increase our tourist demand. We can introduce our self as a tourist country. We have longest beach and mangrove forest and lots of natural elements of beauty. We can advertise our self as a most beautiful country in world 3. 1. Conclusion: It is not possible to describe the beauty of Bangladesh in some paper. We have lots elements of our natural beauty. I hope I will never find any country as Bangladesh. Reference http://en. wikipedia. org/wiki/Bangladesh http://www. thedailystar. net/newDesign/news-details. php? nid=177974 http://en. wikipedia. org/wiki/Sundarbans http://en. wikipedia. org/wiki/Jamuna_Bridge http://en. wikipedia. org/wiki/Paddy_field http://en. wikipedia. org/wiki/Pohela_Baishakh http://www. virtualbangladesh. com/ ttps://www. cia. gov/library/publications/the-world-factbook/geos/bg. html http://www. bbc. co. uk/news/world-south-asia-12650940 http://thequeenofnaturalbeauty. blogspot. com/2009/03/bangladesh. html#comments.. watch http://thequeenofnaturalbeauty. blogspot. com/2009/03/bangladesh. html#comments.. watch http://en. wikipedia. org/wiki/Cox's_Bazar http://www. discovercoxsbazar. com/coxs-bazar-the-longest-sea-bea ch-in-the-world. html http://www. discoverybangladesh. com/meetbangladesh/coxbazar. html http://www. sundarbanmannada. com/ http://en. wikipedia. org/wiki/Sundarbans Daily star New age

Declaration of sentiments Essay

Elizabeth Cady Stanton drafted the Declaration of sentiments for women’s rights suffrage at Wesleyan Chapel at Seneca Falls, New York, on July 19, 1848. (Scholastic) It was based on the Declaration of Independence and described the types if discrimination women faced in America. She presented at the first women’s rights convention. Other women like Lucrettia Mott helped play a major role. There was a list of issues that were â€Å"resolved† during this convention. Also, Stanton stated things such as women having to be obedient to their husbands, if married they were civilly dead in the eye of the law, and in case of separation, she loses all power goes to the man. This declaration stated that â€Å"all men and women were created equal,† and demanded that women be given â€Å"the sacred right of elective franchise.† (Womes Vote, Womens voices) Stanton not only spoke up about women’s rights, but also against slavery. She believed in equality for all of humanity. (Womens Vote, Womens Voice) The unfair treatment of women by men was one of the most important points of the Declaration of Sentiments. The demand make known by this document was the demand for women to get equal rights as men that also included suffrage. Stanton specifically and purposely listed ways some were treated unfairly. This document was written to show that women shouldn’t be treated an insignificant or unimportant part of America. They had a voice and they had something to offer. They didn’t want to be seen as property. It wasn’t until many years later when the 19th amendment for women’s right came but this was the very first time women had stood up for themselves against men and the government. Throughout the entire document, Stanton referred to our country as â€Å"He† This shows me that at that time there were no rights for women at all. She is outright holding responsible the lawmakers and leaders who were all men. The women who put this together went against what was acceptable for the time and were all very brave. Of course they were made fun of by the newspapers and were criticized for their behavior. (Women’s Rights) This kind of conduct was radical for that time. If it wasn’t for Elizabeth Stanton and the other women activist that day, who knows if women would have equality. This gave other women the courage to stand up for themselves. I am thankful for this declaration because I know that women are sometimes looked at a lesser power even today in the 2000s, I could only imagine what the women of the 1800s had to deal with. This text is still significant today because women can learn from what Stanton did and use her ways and ideas hundreds of years later. By looking back and seeing that they were able to make a change even though it seemed impossible is very liberating. The document is both socially and historically important because of how effectively it represents the women’s rights struggle of the nineteenth and later centuries and because of what the document and societies reaction to it tells historians about this period in American history. The documents format and wording, in many places word for word, are the same as what was used in the Declaration of Independence which is one of the nation’s most respected documents. By mimicking the struggle of America’s founders and the women’s rights movement the document uses the most extremely held beliefs of the American people as its base. This makes the document dramatic, unforgettable, and powerful. It is compared to the declaration of independence many times, proving that women’s suffrage is an imperative matter. The words are strong and open the eyes of Americans that women shouldn’t be treated any less. Works Cited â€Å"Elizabeth Cady Stanton: The â€Å"Voice† of Women’s Rights.† Washington State Historical Society. N.p.. Web. â€Å"Declaration of Sentiments and Resolutions, Seneca Falls.† Scholastic. N.p., 9 May 2005. Web. . â€Å"A â€Å"Declaration of Sentiments† is Drafted.† Women’s Rights. N.p.. Web. .

Marketing Management Examination Essay Example | Topics and Well Written Essays - 5000 words

Marketing Management Examination - Essay Example Product 20 B. Price 21 C. Promotion 22 D. Place 23 References 25 1a. Internal environment of Nokia The following points represents internal environment of Nokia’ 1. Place for Product based Innovation 2. Demand for craftsmanship within the company 3. Demand for high product design 4. Declining market share 5. Lack of brand identity for Nokia Talking on the above mentioned points, there can be a broad array of issues that can be highlighted in this case. 1. Place for product based innovation: It can be said Nokia, being a company that has technology based offering in its product portfolio always realizes the need to create value on a regular manner for its customers. The company believes that since they are in the technology industry, the product life cycle is very small. In an attempt to generate value for the customers, they will have to keep on producing high level of innovative features and new products, so that they can retain the interest of the consumers to their products . As a result, Nokia has developed itself as a hub of product innovation 2. Demand for craftsmanship: The Company Nokia has identified the fact that in an attempt to create value for the customers, they have to focus on the process of creating products of luxury status, which will create a tremendous level of appeal to the customers belonging to the wealthy as well as upper class people of the society. As a result of this, during the process of production of the luxury status phones like Vertu, the company focused on developing mobile phones that requires high level of craftsmanship that will provide an excellent appeal of the company’s products to the elite category customers. 3. Demand for high product design: Nokia has realized that since they cater to the technological sector, hence the demand for providing highly innovative product design is typically high. In order to provide innovative products, the company keeps on providing product that have been designed on the basi s of new product design. 4. Declining market share: It can be said that the company has faced a decline in the market share as a result of various internal issues ranging from the lack of accountability as well as inefficiency arising out of incompatibility in the leadership styles. The company’s representative from the top level management also highlighted that the issues related to the lack of synchronization among various divisions of the company has automatically taken its toll in the process of delivering products of innovative nature on a regular basis. 5. Lack of brand identity: It needs to be mentioned that the entire product offering of the company lacks a factor related to brand equity. Though the company has attained high level of consumer popularity in the previous years’ among a wide range of customers, it can be said that the popularity was mostly related to the luxury category mobile phones named Vertu. So, naturally, it can be said that the company lack s a proper and original brand identity in the market in the recent times. General trends Points: 1. New operating structure 2. Shift to touch screen phones 3. Value added services 4. Counterfeiting issues Talking in broad manner, the following can be mentioned 1. New operating structure: Nokia’s luxury division, Vertu was operating on its own through effective decision making processes. The change that have been initiated as a part of strategic restructuring might hamper the company luxury division’

Cellular Network Comparisons Essay Example | Topics and Well Written Essays - 1000 words

Cellular Network Comparisons - Essay Example Some the cellular networks include; UMTS, EV-DO, LTE, WiMax and Satellite (Kostas 38)2. The UMTS (Universal Mobile Telecommunications System) is known as the third world (3G) wireless frequency that is used on the (GSM) Global System for Mobile communication, to convey text, audiovisual, digitized voice as well as multimedia (Markus 62)3. The network architecture of UMTS entails simply of enodeBs continuously on the network. The functional components of UMTS are User Equipment (EU), the essential network as well as the Radio Network System (RNS) which delivers then bring about air interface fort and the call processing of UMTS involves controlling the call operating layer nodes. The weakness of UMTS might be distortion and weak signal while its strength is linked to the high speed to transfer voice as well as mobile data (Markus 93).The EV-DO (Evolution Data Only or Evolution Data Optimized) is a procedure intended to transfer high speed moveable data as well as voice (Markus 72). EV -DO network architecture is centered on wireless Internet Protocol architecture while the functional components of EV-DO are the Core Network (CN), the Radio Access Networks (RAN) and the Mobile Station (MS). The call processing are boosted by IS -95 over high speed data period. The weakness of EV-DO may be distortion as well as weak signal while its strength is allied to the high speed to convey voice plus wireless data (Markus 493). LTE (Long Term Evolution) is a  standard wireless communication, legally submitted as a contender  for a 4G  structure to  ITU-T. LTE is still on Continual architecture network improvement radio technology and its functional component was tested publicized and the achievement of a 4G trial where it succeeded an extreme  packet  its strength broadcast rate of about 5  Gbit/s in the downlink consuming 100  MHz frequency bandwidth to a wireless place stirring at 10  km/h while LTE weakness might be distortion as well as streaming signal. The WiMax refers to Worldwide Interoperability for Microwave Access, the WiMax network architecture is built on the Internet Protocol based where the network is split into three rations called ASN (the access service networks,) the mobile stations (MS) and the connectivity service network (CSN) which runs Internet Protocol linkage (Goff 77)4. The functional components of WiMax cellular network are the BS (base station), the connectivity service network (CSN) as well as the ASN-GW (access service network gateway) (Goff 66). Call process of WiMax session is started once the mobile station (MS) effectively complete the method of linking into the network, thus necessitates opening BCE Basic Capability Exchange, the recording and verification and Internet Protocol obligations. WiMax Strengths is that it is easily accessed, inexpensive and applied effortlessly, WiMax has a wireless broadband that alternate to Cable (Goff 300) while WiMax weakness is that the set up cost is costly, strang ely limited personnel may be capable, and WiMax networking safety might be weak (Goff 340). Satellite is a technology used to communication and is positioned into orbit by human endeavor. The functional component of human made satellite in the delivering of its mandate to cellular networks is to offer communication proficiencies

The Pilot Program Essay Example | Topics and Well Written Essays - 500 words

The Pilot Program - Essay Example Which I did. The next chapter on Reproduction was suspect and I decided to refer it to the Board of Education. After careful and deliberate review they determined that the terminology, especially with respect to cell division, was too explicit for a 13-year-old. Chapter 7: 43 pages were removed. Parents were outraged that I had gutted the textbook. They had no clue as to what was missing. I told them I had removed the pages as the direct result of a request by the publisher. That seemed to placate them until they became curious about what had been removed. I demonstrated the conflicting views of the frog. I told them I was not a legal scholar, just the textbook coordinator, but was legally compelled to remove certain sections on constitutional grounds. The parents grew louder. I produced the missing pages from Chapter 6. They asked me what followed Evolution. I said "Reproduction and Primates." I showed them the picture of the friendly monkey. The monkey was smiling. This brought about a pleasant quiet across the wild and unruly crowd. There is just something about a smiling monkey. Now we were on common ground. I had to burn all 28 pilot textbooks. They were deemed unusable and the pilot program never got off the ground. The new pilot program in biology is a field trip.

Research Process and Terminology Essay Example | Topics and Well Written Essays - 750 words

Research Process and Terminology - Essay Example There are many research methods that once can choose in the field of criminal justice research. Most of them include the perceiving, gathering, analyzing and then carefully researching by bringing into use the scientific method, and in all these steps, the knowledge of terminology regarding the field plays an important role in fulfilling the requirements of all these steps (Hagan, 2010). Many experts argue that many of the terms which are used in the everyday life have been originated from social sciences research; and little credit has been given to the undertakings that have been achieved through theoretical knowledge because quickly after the discoveries, they were dissolved into the conventional astuteness (Brennett, Briggs &Triola, 2003). The experts seem to support their assertions by stating the fact that various numbers of practitioners from the field of criminal justice had to face failure every time because they relied more upon their common sense rather than concentrating upon the terminology that has been specially specified for this field (Ellis, Hartley &Walsh, 2010). Over the years, the criminal justice professionals have been facing a lot of challenges in their efforts to restore the tear created in the social fabric. It is a well known fact that one can’t even begin to flourish in any field in this world without a foundation from which to build, and knowledge if terminology is the foundation of criminal justice research (Ellis, Hartley &Walsh, 2010). Having to go forward in a field without building a solid foundation increases the problems and would continuously perplex the situation further. Having the sound knowledge of the proper terminology and knowledge to the professionals of the field can prove to be very beneficial in incorporation of scientific knowledge and research methods in collecting and analyzing the data and ultimately the results that are extracted from these researches can greatly influence the professionalism and caree r building ethics (Hagan, 2010). It is a well known fact that research is the fundamental part of any field of science such as biology, physics and chemistry. Moreover, the same research analysis is also needed in the fields of social sciences, criminal management research and education as well. Experiments are conducted for every research, and in every experiment two types of variables are there, namely; independent variables and independent variables (Brennett, Briggs &Triola, 2003). An independent variable is the variable that the person who is conducting the research directly and systematically manipulates, or is that variable that is selected by the researcher to determine the relation of any type of observation. In other words, this is a variable that can be under the control of the researcher, like a treatment, or may be not in control such as an exposure. On the other hand, the dependent variables in an experiment are factors which are observed and measured and determined as a result of manipulation that has been done in the independent variables. In short, the dependent variable is the outcome of the experiment that has been obtained by causing a change in the independent variables (Ellis, Hartley &Walsh, 2010). An important point worth mentioning here is that instead of studying specific elementary concepts such as studying the terminology of the field

The law of defamation in england and wales works to protect Essay

The law of defamation in england and wales works to protect corporations and individuals from unfair and unjust statements which unfairly damage their reputatio - Essay Example The law of defamation is the product the attempts of jurists of different historical time frames, attempting to balance two diametrically opposing tendencies, namely, the safeguard of the esteem of individuals while ensuring the freedom of speech in the available channels of expression. This has been a tricky business in United Kingdom and reforms in the past have been only window dressing. After the enactment of the Defamation Act of 1952 it took over four decades for attempting a major change in this direction, with the institution of the Defamation Act of 1996. The drafting of 1996 Act is necessitated by the spurt of the media and their global nature. The huge compensations which individuals are able to get from the press and electronic media for cases involving the reputation of individuals was not conducive to the development of the freedom of the media in the age of free information. Though, it is a subject under the purview of the law, its ramifications are huge on the functioning of the media, discouraging legitimate investigative journalism and open criticism of public policy. Since media today is international in production and dissemination, the British law can become a stumbling block in the international freedom of press. Magazines, newspapers and broadcast though might have originated elsewhere might create unforeseen legal consequences if any of the stories are defamatory in nature when they are circulated in Britain or broadcast through British stations. Globalization has produced a crisis in the tendency of the state to control the media. Broadcasting is the central channel in the formation of opinion in the globalized world. The rapid progress in technology increased the possibility of sending news and view across the globe. The British broadcasting industry is a predominantly a state affair in spite of the much trumpeted independence and autonomy. The defamatory Act if pursued vigorously

Quality Management Plan for BookTek Media Inc Essay

Quality Management Plan for BookTek Media Inc - Essay Example 5). BookTek Media Inc can use the profile of its customers to come with an online system that conforms to the needs of the customers. This means the system should allow for key word searches in multiple word combinations. This will go a long way in taking care for unexpected key word searches that the customer may use while looking for a book. Apart from being active on a 24-hour basis, the company should ensure that the system is most accessible during the period when the customers are most active (Ludwig-Becker, 2008, p.10). Since BookTek has been having an almost perfect interaction with its customers, the online system must ensure this level of interaction is maintained. Thus, the ordering system will have an option where the customer can leave a message and that message will be responded to within a specified period depending on the agency of the message. BookTek should also consider using effective and informed purchasing decision-making through subject-specific acquisition pro files, digitized preview information and list of recommendations tailored to the requirements of the customer (Phillips, 2011, p. 11). The ordering system should allow the customers to have a look at the content pages of the material that they want to order. BookTek will also require an ordering system that seamlessly integrates and displays updated bibliographic metadata in real-time mode directly on the company’s website. Quality management in an online environment can be challenging especially where the company offering the services does not know the kind of customers that are going to require its products. The ordering system that BookTek is going to implement should thus allow for a multilingual catalogue search in specialist titles that must be finely differentiated using the sub-categories in subjects (Fox, 2009, p. 5). Therefore, to ensure quality of service delivery, the system that BookTek Media is going to implement must provide filters that distinguish the type of work available, media type, language, and the subject category. The ordering system for BookTek will need to provide mechanisms through which the company can communicate with the customer and vice versa (Scott, 2010, p. 24). Thus, BookTek Media must employ alerting services such as RSS feeds. Consequently, BookTek Media will use the customer feedback information as a yardstick in evaluating the success of its products to the customers and identify ways of improving the system. In order to remain competitive in the online book market, BookTek will require to integrate web interfaces in its ordering system that assist the customer service team to organize the selection of important criteria with a view of creating a personalized list of books and materials that are available in the store. For instance, the system may consider using web-based services like Web2Print expo facility that allows for a direct combination of books a specific bookseller or buyer (Mould, 2006, p. 3). The faci lity also should allow for automated delivery of information to the customer after subscription so that such customers remain informed about the new arrivals (Phillips, 2011, p. 14). Case Study 2 Demand for cash (D = $ 17,000 per day = $ 5,185,000 per year â€Å"305 working day†). Interest rate currently charged (CC = 9% â€Å"0.09†). Charges a loan origination fee (CO = $ 1200 Plus P1= 2.25%â€Å"0.0225†) If she take $500,000 or more the Bank will lower the loan origination fee from 2.25% to / P2=2% â€Å"0.02†). Loan takes (L= 15 day). Economic order quantity (EOQ): Q =  =  Q=$371,842.26 Loan amount per lone. No. of loans per year: Number of loans =  =  = 13.94 (14 Loans per year).

Air Forces Northern incident awareness and assessment playbook Essay Example for Free

Air Forces Northern incident awareness and assessment playbook Essay Ethics Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The United States Northern Command (USNORTHCOM) is the combatant command that is responsible for security and defense. They conduct Defense of the Civil authorities through providing capabilities to the DOD, Department of Defense from their land, air and sea components in support of the leading federal policies geared towards responding to any homeland security threat.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Among the capabilities that the DOD brings to their operations is the ISR and IAA. There is no difference between these two terms only that the term IAA has just been coined by the USNORTHCOM to denote the application of ISR when it is applied domestically to support the homeland security. The ISR operation mainly consist of flying both manned and unmanned platforms which are set to revolve over the battle field top provide a clear picture of the situation underneath. During the wartime, this picture could include the location of roads and deposition of the enemy and also the information that may be required so as to target the enemy. ISR provides a clear picture of situational awareness that could not only be used strategically to gain the full picture but also tactically to gather intelligence information that are useful in engaging individual targets. The situation awareness that is provided by the IAA/ ISR becomes a significant force multiplier which the commanders have been known to highly rely on.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are many obstacles to realizing full potential for the ISR in homeland security. Currently there is statutory, doctrine, ethical and policy obstacles that exist to prevent ISR from reaching their full capacity for the homeland security provision.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Improved doctrines will see the department of Defense improve their ability to deliver IAA capabilities to the local, tribal, state and also the federal entities. The consumers all over the country and also the whole world will benefit from improved IAA capabilities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The most significant ethical issues come secondarily where IAA capabilities are employed domestically. This is because it is known that all the American citizens enjoy freedoms of privacy, expression and they expect this to be fundamental and be respected in the best way possible. The American citizens highly value their freedoms and hence loath ideas that seem to threaten their constitutional protection.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In publicizing the use and purpose of IAA, I think there is a big ethical consideration in it because the citizens will get to know the function of IAA and how they function. They will not think that their freedoms are being infringed on but know that this is a military operation and that is how they are and should be carried hence in so doing, there will be no blame game between the government and the citizens. Reference USAF. (2007). Air Force doctrine document 2-9; Intelligence, surveillance, and reconnaissance operations. Washington, D.C.: United States Air Force. Air Forces Northern. (2010). Air Forces Northern incident awareness and assessment playbook. Tyndall AFB, FL: USAF. USNORTHCOM Public Affairs. (2008, September 18). Hurricane response. Retrieved from United States Northern Command: http://www.northcom.mil/news/2008/091908I.html Source document

The Core ideas of change management

The Core ideas of change management It is in the nature of people to be afraid of change. In our everyday life we normally establish routines and become comfortable with the way things just happen. The idea of potential change of the patterns of behavior makes us feel uncomfortable, brings uncertainty and risk in the everyday life. As social entities, corporations are no different. Daily work schedules and process organisation become part of the corporate identity and gradually slow down the speed needed to remain competitive and be a winner. According to Tabrizi (2007), To stay competitive, a player must be dynamic in the marketplace, constantly revising its own strategy in response to the strategies of its opponents, as well as aligning itself with the changing demands of its customers. The organizations that can most quickly respond to the marketplace, particularly those that adapt faster than their competitors, are the ones that make it to the top. Key concepts In general, reviewing the initial reasons for change, it can be reactive, when organizations respond to external factors, and proactive, when companies initiate the process of change themselves. However, no matter what the initial reasons were, once the process has started, we can be sure that change in one part of the company invariably will affect people and processes in all other parts. Moreover, a thorough change can influence, or be influenced by the organizational mission and strategy, structure, products and processes, its employees and culture, technology and know-how employed. Change can be provoked by external or internal factors, or a combination of both. External factors may be changes in demand of consumers, threatening actions of competitors and suppliers, newcomers in the business, MAs, changes in the legal and political environment, new technologies, changes on the labor market, etc. The internal factors can be found within the company itself and may result from redefined mission and strategy, need for major changes in the culture and management style, need for improvement of quality and efficiency, etc. There are lots of algorithms and prescriptions about how exactly shall changes be implemented. In order to get deeper understanding of the contemporary methods, first we will examine the basic change management theories and approaches. Theoretical foundations The three main theoretical schools are differentiated by the addressed levels of change individual, group or organizational level. These are The Individual Perspective School, The Group Dynamics School and The Open Systems School (Burnes, 2009). Individual Perspective school According to Burnes (2009), the Individual Perspective School is divided into two main movements Behaviorists and Gestalt-Field theorists. Both of them address organizational changes on individual level. The main idea of the Behaviorists is that peoples reactions are closely interrelated with their interaction with the environment. One of the first Behaviorists, Pavlov, stated that all behavior is learned and all individuals actions are led by the expected results. Through his well known experiment with the dog that associated the sound of the bell with food, Pavlov proved that one can easily manage peoples behaviour through external stimuli and reward. The other movement, the Gestalt-Field theorists, argues that human actions could not be product only of the surrounding environment, but from the interpretation of this environment through changing the understanding of the situation and modifying the external stimuli. Group Dynamics School According to Cummings and Worley (2009), The Group Dynamics School emphasizes on the implementation of organizational change on a group level. Its founder Kurt Lewin argued that the individual will respond to the groups interactions and pressure and will adapt to its culture and behaviour, accepting its values, norms and roles. Open Systems school The main focus of the Open Systems School is the organisation as a whole, composed of a number of interconnected sub-systems (Burnes, 2009). The different parts and subsystems are interacting with each other and with the environment. Mullins (2008) writes that most important is to achieve an overall synergy within the organization, rather than optimizing the performance of any one individual part. Approaches to change The three basic approaches to change management are the Planned approach, the Emergent approach and the Contingency approach (Burnes, 2009). Contingency approach The basic principle of the Contingency approach is that there is no one best way to change. Change has to be applied in line with the environment and the organisation has to adapt to it. The contingency approach examines the effectiveness of different models, techniques and methods of change management and advises to choose according to the situation. Planned approach The basic idea of the planned approach is that organizations shall first identify areas where changes are required and initiate a process of its implementation (Burnes, 2009). It was launched in the 40s in the work of Kurt Lewin, who developed the most popular models of planned change: Action Research and Three-Phase Model. The approach has been widely used since the 80s. The Action research model is based on the statement that change requires action, and action is based on analysing the situation correctly. The Three step model is based on three phases of implementation: unfreezing moving refreezing. The Planned approach represents a more general prescription about how change should happen in a world much more ideal than the world we know today. As the contemporary situation is changing rapidly, the chance that the environment has changed again during the implementation of your change plan and has made it useless, is extremely high. That is why, I consider the Emergent Approach much more effective and useful. Emergent approach The Emergent approach is focused on the assumption that change is a continuous. According to Dawson (2002), organizational change is a persistent, open-ended process of adaptation to changing environment. It emerges in an unpredictable and unplanned fashion. Maybe the most distinctive feature of the approach is the bottom-up approach of control, i.e. that the employees are most closely involved with the process with the change process (Dawson, 2002). The approach requires a major change in the traditional role of the managers. Unlike the planned approach, here, the role of the manager is not to initiate and control the process, but rather to assist and facilitate it. In order to summarize the main models of implementation, Burnes (2009) has chosen the three most practical models of emergent change: Kanters Ten Commandments for Executing Change, Kotters Eight-Stage Process for Successful Organisational Transformation and the Seven Steps model of Luecke. In order to illustrate the overall impact that emergent change has on organizations, I have chosen the case of Ken Freeman, who made Corning Clinical Labs from a business in shambles to the industry leader in the size (Appendix I). CASE STUDY Ken Freeman, Corning clinical labs, Appendix I Change and the Manager External and Internal Approaches to Change As we have already outlined in the previous part of the work, change can be planned or unplanned (emergent). Planned change is sought when the organisation deliberately attempts to make internal changes to meet specified goals or to pursue a set of strategies (French et al, 2008). However, not all change in organisations happens as a result of intended direction. Unplanned change is provoked by some external triggers such as market forces, economic crises, economic opportunities or social changes. Unplanned change occurs spontaneously and without the organisations provocation. The appropriate goal in managing unplanned change is to act immediately once the change is recognized, to minimize any negative consequences and maximize any possible benefits. (French et al, 2008) However, no matter whether the changes were planned or unplanned, in order to implement a successful and thorough change management plan, there shall be sufficient dissatisfaction with the existing situation, strong attraction to moving towards a more desirable position, desire to formulate a strategy that will realize the vision (French et al, 2008). Change may be triggered by internal or external forces: External forces may be changes in the demand for the organizations products as a result of changing consumer preferences, action by competitors, government etc., threatening tactics of competitors by aggressively cutting prices, newcomer in the market, political or legal changes, changes in the terms of trade (tariffs, exchange rates), lack of skilled employees, etc. (Martin, 2005) Internal forces should theoretically, be more clear and predictable. For example changes in strategy as a result of revised mission or goals, need for cultural changes, changes in the management style, need for improvement in quality, efficiency, standards, need to cut costs (Martin, 2005). However, according to Mabey and Salaman (1995), irrespective of the initial reasons for the change, change is characterized by two important dimensions: firstly, the scale of change (from fine tuning through to corporate transformation) and secondly the style of change (collaborative through to coercive). Selected models of Change Organizations typically respond to the challenges of the above described external and internal triggers with the help of various programs, each designed to overcome obstacles and enhance business performance. According to Luecke (2003), these programs fall into one of the following four categories: Cultural change Cultural changes focus on the human side of the organization. It handles with the general approach of doing business and the relationship between the management and the employees. A typical example for cultural change is changes in the mission and vision of the company and the organizational development. In order to illustrate the overall impact on the company that cultural changes may produce, I have chosen the example with ATT and NCR. Case study ATT and NCR (Apendix II) Structural change Structural changes address the structure of the organisation and the design of jobs and working arrangements as the key levers of change. According to Mabey and Salamn (1995), structural changes are triggered by an organisations inability to fully realize the strategy it is following due to administrative deficiencies caused by a mismatch between the new strategy and the existing structure (Mabey Salaman, 1995). Luecke argues that these programs treat the organization as a set of functional parts-the machine model. Through mergers and acquisitions, between companies, reengineering of units, reconfiguring of divisions, managers try to improve the overall performance and results. A classic example of redesigning the whole management structure in order to complement the strengths of the top people, is provided by Google (Appendix III). CASE STUDY GOOGLE, Appendix III Cost cutting The third program for change is cost cutting. Its core idea is to eliminate non-essential and non-profitable activities. This can be done through reengineering of the structure, decrease of the personnel, focusing on the production of profitable items, etc. Process change Process change aims at making processes faster, more effective, more reliable, less costly. These programs focus on altering how things get done (Luecke, 2003). Examples include reengineering a loan approval process, approaches to handling customer warranty claims, production processes, etc. Attitudes to Change 3.1. Reactions to change In general, there are different reactions to the proposed change process and according to them people are split into three main different groups supporters, apathetic and resistors. According to French et al (2008), change initiatives are typically met by some resistance. Resistance to change is any attitude or behaviour that reflects a persons unwillingness to make or support a desired change. The reasons for this reaction are manifold people are afraid of the unknown, many of them dont understand the need for change, or some may even think that the proposed change goes against the values held by members in the organisation. These reactions outline the need to consider also changes in the culture of the organisation, including changes in members values and beliefs. French et al (2008) outline also another perspective of resistance to change in their work, namely to see resistance as feedback that can be used by the change agent to help accomplish his objectives. The essence of this notion is to recognise that when people resist change they are defending something important that appears to be threatened by the change attempt (French et al, 2008). There is no universal recipe on how could resistance to change be overcome, however, considering the limitations of this paper, one example method illustrated also by a brief case study will be presented in the third part of this paper, The People Problem, which shall give the essence that could be followed. Gender and Change Management Preece, Steven Steven (1999) describe several studies that have concluded that women are more likely than men to display characteristics which would make them good team players. The authors cite a survey conducted in the company Bass, designed specifically to examine gender-related issues in public house management. According to the survey, women appeared to focus on teamworking 82 % of them answered that they find it beneficial due to issues such as the mutual development of ideas, helping each other and problem solving. In the same time, only 65% of the men stated to have positive attitude against team work. These results evidence that women are in general better teamplayers than men and consequently may experience a greater impact in the changeover of the company they are employed with. Case study ATT and NCR (Apendix III) What aspects of the external change environment did Jerre Stead and his advisers choose to focus on? Could they have defined the external environment in a different way, perhaps using scenario planning techniques discussed above, which would have allowed them to construct other, more realistic scenarios? By way of illustration, had they been less US- and head office-centric, could they have created a more accurate picture of the organization and its problems, one that would haveallowed them to see the potential for the problems they would create in Scotland, their key subsidiary location? The central point of this message is that managers are active agents, not merely passive recipients of abstract and external market forces. Good managers understand how to enact their environment in order to control it through more intuitive and creative interpretations, re-definitions and action (Weick, 2001). Weick argues that managers are often better advised to act their way into thinking, by taking smaller, incremental steps and learning from them, rather than think their way into acting through top-down, transformational planning strategies such as those depicted in the ATT case. The dangers of a top-down, planning-then-action approach are twofold. The first danger is that by making big changes there is little chance for learning to occur because you dont really know which of the many components of the change had the most effect. The second danger, and more likely consequence, is that by constructing a plan that is complex you are likely to fall into the trap of paralysis by analysis. The key point is that culture, once understood, is treated as a highly manageable feature of organizations. This seemed to be the perspective of Jerre Stead, the CEO of ATT (GIS) in the case study. Such unitary assumptions and analysis may have a degree of validity in certain contexts, but in others they are likely to be misplaced and misleading. Ask yourself the questions in the ATT case: (1) How realistic were the assumptions made by Stead regarding the potential to create a unified culture in the company? (2) Were leadership and communications all that was necessary to overcome barriers to change? Perhaps he could have taken a different view, distinguishing between: à ¢-   the corporate culture, which is essentially what managers want the organization to be like, similar to the concept of corporate identity in Chapter 6 and more amenable to control; and Chapter 9 Managing organizational change 385 à ¢-   the organizational culture and subcultures, which are more akin to the notions of organizational identity in Chapter 6, and which are less amenable to control, for a variety of reasons. Bearing in mind the preceding health warnings, and the concerns expressed about the concept of unitary cultures, managers need to have a set of sophisticated techniques to identify and manage their organizational cultures. For example, in the ATT case, Jerre Stead and his colleagues might have benefited from constructing alternative scenarios of what the organization might have looked like. More importantly, they would clearly have benefited from an understanding of the nature of the different subcultures in the various subsidiaries of ATT (GIS). The People Problem The real change comes from the people. Individuals are those who create, implement and support change processes. Unless people are involved, committed and prepared to adapt and learn, objectives, plans and future desired states will be likely to founder on the rocks of resistance (Rosenfeld Wilson, 1999). Any transformation of significance will create people issues. And the more significant the transformation and the impact on the people, the greater is the need for full involvement (Burnes, 2009). A successful implementation of turn-around organisational transformation requires not only good planning, but also understanding of the human part. Discipline is a key factor for success; however, it demands strict data collection and analysis, planning, and implementa ­tion discipline as a redesign of strategy, systems, or processes. The main goal of this work is concerned with the role people play in managing strategic change how they do it. Role of the management Typically, the people at the top of any organisation are seen by others employess, stakeholders and outside observers as intimately associated with strategic change, whenever such occurs. Therefore, the overall role of management in the process of change is highly significant (Johnson, Scholes Whittington, 2008). 1.1. Change Management at the Top According to Mullins (2008), the successful management of change is a key factor of organisational performance and effectiveness and should emanate from the top of the organisation. The people at the top of the company are responsible for the strategy and philosophy, the culture, for creating and sustaining a healthy climate and establishing and directing appropriate organisational processes. The successful implementation of change demands positive action from top management and a style of transformational leadership in order to gain a commitment to change (Mullins, 2008). Extremely important management features and capabilities are effective communication skills, ability for recognizing and releasing the potential of everyone involved with the change, setting a good personal example, self-pacing to avoid unnecessary stress. 1.2. Managers and leaders However, top managers may be the initiators but are not always the real leaders of the change process. Luecke (2003) argues that leaders create an appealing vision of the future and then develop a logical strategy for making it a reality. They also motivate people to pursue the vision, even in the face of obstacles. Managers, on the other hand, have the job of making complex tasks run smoothly. Managers are those who elaborate and implement process details, assure resources and direct the process. John Kotter has described the relationship of leadership andmanagement in a simple two-by-two matrix, shown below (Luecke, 2003): The main idea of the matrix is that long-term transformation process requires involvement both from leaders and managers and that transformation goes nowhere when both leadership and management are found wanting (Luecke, 2003). 1.3. Middle managers Middle managers are the implementers of strategy. Their role is to put into realization the direction established by top management by making sure that resources are allocated and controlled appropriately, monitoring performance and behaviour of staff and, where necessary, explaining the strategy to those reporting to them (Johnson, Scholes Whittington, 2008) Role of Employees According to Brill and Worth (1997), in order to make the change effort work, we must learn how to capitalize on positive human qualities, such as trust, idealism, and dedication, and mitigate the impact of those other natural human traits (suspicion, stubbornness, anxiety) that often undermine the change process. The role of employees is most obvious in cases where the chosen approach to change is bottom-up, not top-down. Strictly speaking, bottom-up change can not only be implemented from the lower levels of the hierarchy, but also initiated from the employees. However, Burnes (2009) argues that there is little point in encouraging staff to identify change opportunities unless they are also encouraged to implement them. The need for using the bottom-up approach is evident when taking the emergent approach to change. Having in mind the rapid pace of environmental changes, they need to be dealt with speedily and be treated locally, in order to achieve optimal and timely success. Role of Stakeholders In the process of change stakeholders are not actively participating, however, gaining their support is extremely important. In a turnaround situation it is crucial that key stakeholders, like the major financing bank, trade unions and some key clients are kept clearly informed of the situation and the following improvements as they are being made. Moreover, a clear assessment of the power of different stakeholder groups may become vitally important, especially when implementing major transformations (Johnson, Scholes Whittington, 2008). The support of powerful stakeholder groups can help to build a strong fundament, especially in cases where the change agent does not have a strong personal power base from which to work. Dealing with Difficult People Understanding the roles of the participants in the process and showing them the right direction to the desired change is the a major part of the transformation. However, as already outlined in the previous part of this work, change imposed by others feels threatening rather than exciting and the lack of choice makes people feel powerless and leads to stress and defensive behaviour (Mabey Salamen, 1995). That is why, the earlier in the process the resistance agents are found, the better the whole process can be managed. French et al (2008) have outlined the following general approaches for dealing with difficult people: Education and communication discussions, presentations, demonstrations; Participation and involvement allow others to help design and implement changes, contribute ideas; Facilitation and support providing emotional support, actively listening to problems, training; Negotiation and agreement offering incentives, working out trade-offs, special benefits; Manipulation and cooptation influence others, selective information, buying off leaders; Explicit or implicit coercion using force, threatening (French et al, 2008). Resistance to change as resource of new ideas Resisters to change are problematic and typically, when something goes wrong, they are the first that are blamed for the disaster. However, this is not only pointless, but leads also to destructive management behaviours mangers may become defensive, uncommunicative, competitive (Ford Ford, 2009). Strong leaders can hear and learn from their critics and understand that even difficult people can provide valuable input when treated with respect and let to communicate their point of view. An example of such situation is presented in Appendix IV a brief case study about Alison, IT executive, aiming to implement a major change in the computer system of the hospital she was employed with. CASE STUDY Alison, Appendix IV Linking Strategic and Operational Change In the previous chapters of this work, I have examined the theoretical grounds, the major approaches to change, the roles of the different participants in the change process. However, no matter how good the plan for change may be, the most critical part, i.e. the bottleneck remains the implementation of the transformation. According to Luecke (2003), 70 percent of change initiatives fail to meet their objectives. Kotter has also written that If you were to grade them using the old fashioned A,B,C,D, and F, Id be surprised if an impartial jury would give 10% of these efforts an A. But Im not saying that 90% deserve a D either.What is tragic is that there are so many C-pluses. Its one thing to get a C-plus on a paper; its another when millions of dollars or thousands of jobs are at stake (Luecke, 2003). Implementing Strategic change Burnes (2009) argues that the implementation of change is a two-way process of ensuring that strategic decisions lead to operational changes and on the other hand, operational changes influence strategic decisions. The process of implementation may follow the models either of Planned or Emergent approaches. Although that by many, including Burnes (2009), there are no universal rules for leading change, supporters of panned and emergent approach propose sequence of actions to be adopted, which could facilitate and give a structure to the implementation of the strategic changes. Pettigrew Whipp (Burnes, 2009) propose a simplified model of actions to be taken in order to structure the change process: Kanter and Kotter (Burnes, 2009) also propose some ideas for implementation of change. However, I consider that Luecke has given the most practical recipe for action. His model consists of seven steps: Step 1. Mobilize Energy and Commitment through Joint Identification of Business Problems and Their Solutions Step 2. Develop a Shared Vision of How to Organize and Manage for Competitiveness Step 3. Identify the Leadership Step 4. Focus on Results, Not on Activities Step 5. Start Change at the Periphery, Then Let It Spread to Other Units without Pushing It from the Top Step 6. Institutionalize Success through Formal Policies, Systems, and Structures Step 7. Monitor and Adjust Strategies in Response to Problems in the Change Process (Luecke, 2003). For me, this approach is very close to the practice, as it is very much result-oriented and in reality results are the real measures of success, not plans and theories. In order to illustrate this consideration, please refer to Appendix V, a case study about Xerox. CASE STUDY XEROX, APPENDIX V The role of the Change agent In the process of change there are always factors limiting the implementation of the changes in the operational level. According to Mabey and Salaman, (1995) an important factor for successful implementation of strategy into operational level is the formal and informal presence of a change agent. According to Rosenfeld and Wilson (1999), change agents are the individuals or groups of individuals whose task is to effect the desired change. They can be both internal and external to the organisation. The agent acts as intermediary and his responsibilities may range from complete collaboration with staff to acting as absolute authority and expert. Internal change agents are mostly experts in the field, to who people trust. External agents may have political credibility and support, however, often lack the detailed knowledge of the company (Rosenfeld Wilson, 1999). Considering the complexities involved with change, the range of abilities and expertise of the change agent could be significant. Vital to the success of the change agent is also the support from the senior management of the company. Change agents see the need for change and articulate it effectively to others. They are critical catalysts for a change initiative and should be placed in key positions (Luecke, 2003). Here are some of the most important implications of change agents: articulate the need for change; are accepted by others as trustworthy and competent; see and diagnose problems from the perspective of their audience; motivate people to change; work through others in translating intent into action; stabilize the adoption of innovation; and foster self-renewing behavior in others so that they can go out of business as change agents (Luecke, 2003). People suitable for this job can be professional change agents like those working in the HR consultancy companies, or people from the business. They can also be produced like GM did in the past. Luecke (2003) describes the case: General Motors attempted something very similar in its joint venture with Toyota: the NUMMI small car assembly plant in California. That plant was run according to Toyotas world-beating production methods, and GM rotated manufacturing managers through the plant to learn Toyotas methods and, hopefully, bring a working knowledge of those methods back to Detroit. Reflecting on Change in Different Contexts