The family a place of instability Essay Example | Topics and Well Written Essays - 1250 words

The family a place of instability - Essay Example   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A functionalist approach to the family sees this group of people as necessary to meet the wider needs of society, functioning to create a stable and harmonious climate that enables the wider community to function effectively and efficiently. In this way, the family is considered also a haven for its members, as the positive influences this institution has on its members is able to extend outward to the external society. 20th century interactionist theory, which seeks to investigate family relations at a micro-level, echoes this focus on the family unit’s ability to protect and buffer its members form external social sphere.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Parsons describes the benefits of the family as being the socialisation of children into social norms and community values; and for the stabilisation of adult psyches that hold positions of power in Western society. The family’s stabilising influence, according to Parson’s, is due t o the division of labour within the family that enables there to be a primary wage-earner and a social sphere primary home-maker that function to reduce conflict and competition that may span into wider society. Hence, the activities and purpose of each family member serves to support and motivate the activities and purpose of other family members. Parson maintained that the changes to family structure in modern times have served as an advantage to the family.... Macionis and Plummer (2002) define a family as a social institution that can be found to exist in all societies. The function of the institution being to unite people into a cooperative group, to enable survival and raising of children, socialization of children and a regulation of the sexual activity of the people within the group. The family unit being a social group of two or more people who may be related through blood or marriage, or through adoption or by virtue of cohabitation or family by choice, and so share in the economic and social responsibilities (Macionis & Plummer, 2002).A functionalist approach to the family sees this group of people as necessary to meet the wider needs of society, functioning to create a stable and harmonious climate that enables the wider community to function effectively and efficiently (). In this way, the family is considered also a haven for its members, as the positive influences this institution has on its members is able to extend outward to the external society. 20th century interactionist theory, which seeks to investigate family relations at a micro-level, echoes this focus on the family unit's ability to protect and buffer its members form external social sphere.Parsons ( ) describes the benefits of the family as being the socialisation of children into social norms and community values; and for the stabilisation of adult psyches that hold positions of power in Western society (). The family's stabilising influence, according to Parson's, is due to the division of labour within the family that enables there to be a primary wage-earner and a primary home-maker that function to

Libby-Broadway Drive-In, Inc. v. McDonalds System, Inc Case Study

Libby-Broadway Drive-In, Inc. v. McDonalds System, Inc - Case Study Example Libby sued McDonald's, alleging a breach of the franchise agreement. In this case, the agreement is unenforceable because it was not made in the form required by the Statute of Fraud which is applicable law in this case. Said law provides that "agreement which cannot be performed within a period of one year should be in writing and signed by the party to be charged of the its performance" in order to be enforceable. The substance of the case, as quoted from this case is that "if the plaintiffs would give up their options and would sell the other restaurant, McDonald's would provide them with two franchises of comparable size, location, and profit". The performance of the act required to be done by the plaintiff cannot be performed in one year, thus, the performance of the obligation of McDonald's cannot also be performed within one year because the performance of the latter's obligation depends on the performance of the act required from the plaintiff. Therefore, the said agreement should have been reduced into writing as required by the Statute of L aw. Secondly, a contract of lease is also required in the agreement on the property where the franchise is to be established.

Roald Dahl In 1954 English Literature Essay

Roald Dahl In 1954 English Literature Essay Born in Llandaff, Cardiff, Wales, to Norwegian parents, he served in the Royal Air Force during the Second World War, in which he became a flying ace and intelligence agent, rising to the rank of Wing Commander. He rose to prominence in the 1940s with works for both children and adults, and became one of the worlds bestselling authors. His short stories are known for their unexpected endings, and his childrens books for their unsentimental, often very dark humour. Some of his better-known works include James and the Giant Peach, Charlie and the Chocolate Factory, Fantastic Mr Fox, Matilda, The Witches, and The Big Friendly Giant. ] Early life Roald Dahl was born at Villa Marie, Fairwater Road, Llandaff, Glamorgan, in 1916, to Norwegian parents, Harald Dahl and Sofie Magdalene Dahl (nà ©e Hesselberg).[3] Dahls father had moved from Sarpsborg in Norway and settled in Cardiff in the 1880s. His mother came over to marry his father in 1911. Dahl was named after the polar explorer Roald Amundsen, a national hero in Norway at the time. He spoke Norwegian at home with his parents and sisters, Astri, Alfhild, and Else. Dahl and his sisters were christened at the Norwegian Church, Cardiff, where their parents worshipped. In 1920, when Dahl was still three years old, his seven-year-old sister, Astri, died from appendicitis. Weeks later, his father died of pneumonia at the age of 57. With the option of returning to Norway to live with relatives, Dahls mother decided to remain in Wales, because her husband had wished to have their children educated in British schools, which he considered the worlds best. Dahl first attended The Cathedral School, Llandaff. At the age of eight, he and four of his friends (one named Thwaites) were caned by the headmaster after putting a dead mouse in a jar of gobstoppers at the local sweet shop, which was owned by a mean and loathsome old woman called Mrs Pratchett. This was known amongst the five boys as the Great Mouse Plot of 1924. This was Roalds own idea. Thereafter, he transferred to a boarding school in England: Saint PeterHYPERLINK http://en.wikipedia.org/wiki/Saint_PetersHYPERLINK http://en.wikipedia.org/wiki/Saint_Peterss in Weston-super-Mare. Roalds parents had wanted him to be educated at a British public school and, at the time, because of a then regular ferry link across the Bristol Channel, this proved to be the nearest. His time at Saint Peters was an unpleasant experience for him. He was very homesick and wrote to his mother every week, but never revealed to her his unhappiness, being under the pressure of school censorship. Only after her death in 1967 did he find out that she had saved every single one of his letters, in small bundles held together with green tape.[4] Dahl wrote about his time at St. Peters in his autobiography Boy: Tales of Childhood.[5] From 1929, he attended Repton School in Derbyshire, where, according to Boy: Tales of Childhood, a friend named Michael was viciously caned by headmaster Geoffrey Fisher, the man who later became the Archbishop of Canterbury and crowned the Queen in 1953. (However, according to Dahls biographer Jeremy Treglown,[6] the caning took place in May 1933, a year after Fisher had left Repton. The headmaster concerned was in fact J.T. Christie, Fishers successor.) This caused Dahl to have doubts about religion and even about God.[7] He was never seen as a particularly talented writer in his school years, with one of his English teachers writing in his school report I have never met anybody who so persistently writes words meaning the exact opposite of what is intended,[8] Dahl was exceptionally tall, reaching 6  ft  6  in (1.98  m) in adult life.[9] He excelled at sports, being made captain of the school fives and squash teams, and also playing for the football team. He developed an i nterest in photography. During his years at Repton, Cadbury, the chocolate company, would occasionally send boxes of new chocolates to the school to be tested by the pupils. Dahl apparently used to dream of inventing a new chocolate bar that would win the praise of Mr. Cadbury himself, and this proved the inspiration for him to write his third book for children, Charlie and the Chocolate Factory (1963) and include references to chocolate in other books for children.[10] Throughout his childhood and adolescent years, Dahl spent his summer holidays with his mothers family in their native Norway. His childhood and first job selling kerosene in Midsomer Norton and surrounding villages in Somerset are subjects in Boy: Tales of Childhood. The main child character in his 1983 book The Witches is British-born but of Norwegian origin; his grandmother is still living in Norway.[11] After finishing his schooling, he spent three weeks hiking through Newfoundland with the Public Schools Exploring Society (now known as BSES Expeditions). Prewar career and fighter ace In July 1934, Dahl joined the Shell Petroleum Company. Following two years of training in the UK, he was transferred to Dar-es-Salaam, Tanganyika (now Tanzania). Along with the only two other Shell employees in the entire territory, he lived in luxury in the Shell House outside Dar-es-Salaam, with a cook and personal servants. While out on assignments supplying oil to customers across Tanganyika, he encountered black mambas and lions, amongst other wildlife.[7] Family Patricia Neal and Roald Dahl Dahl married American actress Patricia Neal on 2 July 1953 at Trinity Church in New York City. Their marriage lasted for 30 years and they had five children: Olivia, Tessa, Theo, Ophelia, and Lucy. On 5 December 1960, four-month-old Theo Dahl was severely injured when his baby carriage was struck by a taxicab in New York City. For a time, he suffered from hydrocephalus, and as a result, his father became involved in the development of what became known as the Wade-Dahl-Till (or WDT) valve, a device to alleviate the condition.[22]HYPERLINK #cite_note-larner-22[23] In November 1962, Olivia Dahl died of measles encephalitis at age seven. Dahl subsequently became a proponent of immunization[24] and dedicated his 1982 book The BFG to his deceased daughter. In 1965, wife Patricia Neal suffered three burst cerebral aneurysms while pregnant with their fifth child, Lucy; Dahl took control of her rehabilitation and she eventually relearned to talk and walk, and even returned to her acting career.[25] Following a divorce from Neal in 1983, Dahl married Felicity Liccy Crosland the same year at Brixton town hall, and with whom he was in a relationship before that.[26] According to a biographer, Donald Sturrock, Liccy gave up her job and moved into his home, Gipsy House, with Roald and his children. He is the father of the author Tessa Dahl, grandfather of author, cookbook writer, and former model Sophie Dahl and father-in-law to actor Julian Holloway (son of actor Stanley Holloway). Death and legacy Dahls gravestone Roald Dahl died on 23 November 1990, at the age of 74 of a blood disease, myelodysplastic syndrome, in Oxford,[27] and was buried in the cemetery at St. Peter and St. PaulHYPERLINK http://en.wikipedia.org/wiki/St._Peter_and_St._Pauls_ChurchHYPERLINK http://en.wikipedia.org/wiki/St._Peter_and_St._Pauls_Churchs Church in Great Missenden. According to his granddaughter, the family gave him a sort of Viking funeral. He was buried with his snooker cues, some very good burgundy, chocolates, HB pencils and a power saw. In his honour, the Roald Dahl ChildrenHYPERLINK http://en.wikipedia.org/wiki/Roald_Dahl_Childrens_GalleryHYPERLINK http://en.wikipedia.org/wiki/Roald_Dahl_Childrens_Gallerys Gallery was opened at Buckinghamshire County Museum in nearby Aylesbury. In 2002, one of Cardiff Bays modern landmarks, the historic Oval Basin plaza, was re-christened Roald Dahl Plass. Plass means place or square in Norwegian, referring to the acclaimed late writers Norwegian roots. There have also been calls from the public for a permanent statue of him to be erected in the city[28] Dahls charitable commitments in the fields of neurology and haematology have been continued by his widow since his death, through Roald Dahls Marvellous Childrens Charity, formerly known as the Roald Dahl Foundation.[29] In June 2005, the Roald Dahl Museum and Story Centre opened in Great Missenden to celebrate the work of Roald Dahl and advance his work in literacy education. In 2008, the UK charity Booktrust and ChildrenHYPERLINK http://en.wikipedia.org/wiki/Childrens_LaureateHYPERLINK http://en.wikipedia.org/wiki/Childrens_Laureates Laureate Michael Rosen inaugurated The Roald Dahl Funny Prize, an annual award to authors of humorous childrens fiction.[30] In 2008, The Times ranked Roald Dahl sixteenth on their list of The 50 greatest British writers since 1945.[31] On 14 September 2009 (the day after what would have been Dahls 93rd birthday) the first blue plaque in his honour was unveiled in Llandaff, Cardiff. Rather than commemorating his place of birth, however, the plaque was erected on the wall of the former sweet shop (and site of The Great Mouse Plot of 1924) that features in the first part of his autobiography Boy. It was unveiled by his widow Felicity and son Theo.[32] In his honour, Gibraltar Post issued a set of four stamps in 2010 featuring Quentin Blakes original illustrations for four of the childrens books written by Dahl during his long career; The BFG, The Twits, Charlie and the Chocolate Factory and Matilda.[33] Roald Dahl Day The anniversary of Dahls birthday on 13 September is celebrated as Roald Dahl Writing Roald Dahls story The Devious Bachelor was illustrated by Frederick Siebel when it was published in CollierHYPERLINK http://en.wikipedia.org/wiki/Colliers_WeeklyHYPERLINK http://en.wikipedia.org/wiki/Colliers_Weeklys (September 1953). Dahls first published work, inspired by a meeting with C. S. Forester, was A Piece Of Cake. The story, about his wartime adventures, was bought by The Saturday Evening Post for $1000 and published under the title Shot Down Over Libya. The shot down title was inaccurate, as he simply ran out of fuel. His first childrens book was The Gremlins, about mischievous little creatures that were part of RAF folklore. All the RAF pilots blamed the gremlins for all the problems with the plane. The book was commissioned by Walt Disney for a film that was never made, and published in 1943. Dahl went on to create some of the best-loved childrens stories of the 20th century, such as Charlie and the Chocolate HYPERLINK http://en.wikipedia.org/wiki/Charlie_and_the_Chocolate_FactoryFactory, Charlie and the Great Glass Elevator, Matilda, James and the Giant Peach and Georges Marvellous Medicine. He also had a successful parallel career as the writer of macabre adult short stories, usually with a dark sense of humour and a surprise ending. Many were originally written for American magazines such as CollierHYPERLINK http://en.wikipedia.org/wiki/Colliers_WeeklyHYPERLINK http://en.wikipedia.org/wiki/Colliers_Weeklys, Ladies Home Journal, HarperHYPERLINK http://en.wikipedia.org/wiki/Harpers_MagazineHYPERLINK http://en.wikipedia.org/wiki/Harpers_Magazines, Playboy and The New Yorker. Works such as Kiss Kiss subsequently collected Dahls stories into anthologies, gaining worldwide acclaim. Dahl wrote more than 60 short stories; they have appeared in numerous collections, some only being published in book form after his death (See List of Roald Dahl short stories). His stories also brought him three Edgar Awards: in 1954, for the collection Someone Like You; in 1959, for the story The Landlady; and in 1980, for the episode of Tales of the Unexpected based on Skin. One of his more famous adult stories, The Smoker (also known as Man From the South), was filmed twice as both 1960 and 1985 episodes of Alfred Hitchcock Presents, and also adapted into Quentin Tarantinos segment of the 1995 film Four Rooms. This bizarre, oft-anthologised suspense classic concerns a man residing in Jamaica who wagers with visitors in an attempt to claim the fingers from their hands. The 1960 Hitchcock version stars Steve McQueen and Peter Lorre. His short story collection Tales of the Unexpected was adapted to a successful TV series of the same name, beginning with Man From the South. When the stock of Dahls own original stories was exhausted, the series continued by adapting stories by authors that were written in Dahls style, including the writers John Collier and Stanley Ellin. He acquired a traditional Romanichal Gypsy wagon in the 1960s, and the family used it as a playhouse for his children. He later used the vardo as a writing room, where he wrote the book Danny, the Champion of the World.[36] A number of his short stories are supposed to be extracts from the diary of his (fictional) Uncle Oswald, a rich gentleman whose sexual exploits form the subject of these stories. In his novel My Uncle Oswald the uncle engages a temptress to seduce 20th Century geniuses and royalty with a love potion secretly added to chocolate truffles made by Dahls favourite chocolate shop, Prestat of Piccadilly. Memories with Food at Gipsy House, written with his wife Felicity and published posthumously in 1991, was a mixture of recipes, family reminiscences and Dahls musings on favourite subjects such as chocolate, onions, and claret. Dahl ranks amongst the worldHYPERLINK http://en.wikipedia.org/wiki/List_of_best-selling_fiction_authorsHYPERLINK http://en.wikipedia.org/wiki/List_of_best-selling_fiction_authorss bestselling fiction authors, with sales estimated at 100  million.[37]HYPERLINK #cite_note-37[38] Childrens fiction Dahls childrens works are usually told from the point of view of a child. They typically involve adult villains or villainesses who hate and mistreat children, and feature at least one good adult to counteract the villain(s). These stock characters are possibly a reference to the abuse that Dahl stated that he experienced in the boarding schools he attended. They usually contain a lot of black humour and grotesque scenarios, including gruesome violence. The Witches, GeorgeHYPERLINK http://en.wikipedia.org/wiki/Georges_Marvellous_MedicineHYPERLINK http://en.wikipedia.org/wiki/Georges_Marvellous_Medicines Marvellous Medicine and Matilda are examples of this formula. The BFG follows it in a more analogous way with the good giant (the BFG or Big Friendly Giant) representing the good adult archetype and the other giants being the bad adults. This formula is also somewhat evident in Dahls film script for Chitty Chitty Bang Bang. Class-conscious themes ranging from the thinly veiled to the blatant also surface in works such as Fantastic Mr Fox and Danny, the Champion of the World. Dahl also features in his books characters that are very fat, usually children. Augustus Gloop, Bruce Bogtrotter, and Bruno Jenkins are a few of these characters, although an enormous woman named Aunt Sponge is featured in James and The Giant Peach and the nasty farmer Boggis in Fantastic Mr Fox features as an enormously fat character. All of these characters (with the possible exception of Bruce Bogtrotter) are either villains or simply unpleasant gluttons. They are usually punished for this: Augustus Gloop drinks from Willy Wonkas chocolate river, disregarding the adults who tell him not to, and falls in, getting sucked up a pipe and nearly being turned into fudge. Bruce Bogtrotter steals cake from the evil headmistress, Miss Trunchbull, and is forced to eat a gigantic chocolate cake in front of the school. Bruno Jenkins is turned into a mouse by witches who lure him to their convention with the promise of chocolate, and, it is speculated, possibly disowned or even killed by his pa rents because of this. Aunt Sponge is flattened by a giant peach.) Dahls mother used to tell him and his sisters tales about trolls and other mythical Norwegian creatures and some of his childrens books contain references or elements inspired by these stories, such as the giants in The BFG, the fox family in Fantastic Mr Fox and the trolls in The Minpins. Screenplays For a brief period in the 1960s, Dahl wrote screenplays. Two the James Bond film You Only Live Twice and Chitty Chitty Bang Bang were adaptations of novels by Ian Fleming, though both were rewritten and completed by other writers. Dahl also began adapting his own novel Charlie and the Chocolate Factory, which was completed and rewritten by David Seltzer after Dahl failed to meet deadlines, and produced as the film Willy Wonka HYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_FactoryHYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_Factory the Chocolate Factory (1971). Dahl later disowned the film, saying he was disappointed because he thought it placed too much emphasis on Willy Wonka and not enough on Charlie.[39] He was also infuriated by the deviations in the plot devised by David Seltzer in his draft of the screenplay. This resulted in his refusal for any more versions of the book to be made in his lifetime.[40] Influences Not surprisingly, a major part of Dahls literary influences stemmed from his childhood. In his younger days, he was an avid reader, especially awed by fantastic tales of heroism and triumph. Amongst his favourite authors were Rudyard Kipling, William Thackeray, Frederick Marryat and Charles Dickens and their works went on to make a lasting mark on his life and writing. Dahl was also a huge fan of ghost stories and claimed that Trolls by Jonas Lie was one of the finest ghost stories ever written. While he was still a youngster, his mother, Sofie Dahl, would relate traditional Norwegian myths and legends from her native homeland to Dahl and his sisters. Dahl always maintained that his mother and her stories had a strong influence on his writing. In one interview he mentioned, She was a great teller of tales. Her memory was prodigious and nothing that ever happened to her in her life was forgotten. When Dahl started writing and publishing his famous books for children, he created a gran dmother character in The Witches and later stated that she was based directly on his own mother as a tribute.[1]HYPERLINK #cite_note-40[41] ] Way Out In 1961, Dahl hosted and wrote for a science fiction and horror television anthology series called Way Out, which preceded the Twilight Zone series on the CBS network for 14 episodes[42] from March to July. Dahls comedic monologues rounded off the episodes, frequently explaining exactly how to murder ones spouse without getting caught. In one introduction, Dahl ruminated about the popularity of the crewcut at the time and how it seemed to make some men feel tougher. The former fighter pilot dryly observed that .it really doesnt help when the chips are down, though, does it? One of the last dramatic network shows shot in New York City, the entire series is available for viewing at The Paley Center for Media in New York City and Los Angeles. Tales of the Unexpected Tales of the Unexpected is a British television series that originally aired between 1979 and 1988, made by Anglia Television for ITV. The series was an anthology of different tales, initially based on short stories, at one time compiled in a book of the same title, by the author Roald Dahl. The stories were sometimes sinister, sometimes wryly comedic, and usually had a twist ending. Dahl introduced on camera all the episodes of the first two series, which bore the full title Roald Dahls Tales Of The Unexpected. Dahl also chose the stories not written by him to be adapted for the second series, and a small number of additional Dahl stories were adapted for the third series onwards following his departure. [List of works [Childrens stories The Gremlins(1943) James and the Giant Peach(1961) Film: James and the Giant Peach(live-action/animated) (1996) Charlie and the Chocolate Factory(1964)[nn 1]- Films: Willy Wonka HYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_FactoryHYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_Factorythe Chocolate Factory(1971) and Charlie and the Chocolate Factory(2005) The Magic Finger(1 June 1966) Fantastic Mr Fox(9 December 1970) Film: Fantastic Mr. Fox(animated) (2009) Charlie and the Great Glass Elevator(9 January 1972)[nn 1]A sequel to Charlie and the Chocolate Factory. Danny, the Champion of the World(30 October 1975) Film: Danny the Champion of the World(TV movie) (1989) The Enormous Crocodile(24 August 1978) The Twits(17 December 1980) GeorgeHYPERLINK http://en.wikipedia.org/wiki/Georges_Marvellous_MedicineHYPERLINK http://en.wikipedia.org/wiki/Georges_Marvellous_Medicines Marvellous Medicine(21 May 1981) The BFG(14 October 1982) Film: The BFG(animated) (1989) The Witches(27 October 1983) Film: The Witches(1990) The Giraffe and the Pelly and Me(26 September 1985) Matilda(21 April 1988) Film: Matilda(1996) Esio Trot(19 April 1989) The Vicar of Nibbleswicke(9 May 1990) The Minpins(8 August 1991) Childrens poetry Revolting Rhymes(10 June 1982) Dirty Beasts(25 October 1984) Rhyme Stew(21 September 1989) [Adult fiction Novels Sometime Never: A Fable for Supermen(1948) My Uncle Oswald(1979) Short story collections Over To You: Ten Stories of Flyers and Flying(1946) Someone Like You(1953) Lamb to the Slaughter(1953) Kiss Kiss(1960) Twenty-Nine Kisses from Roald Dahl(1969) Switch Bitch(1974) The Wonderful Story of Henry Sugar and Six More(1977) The Best of Roald Dahl(1978) Tales of the Unexpected(1979) More Tales of the Unexpected(1980) Roald DahlHYPERLINK http://en.wikipedia.org/w/index.php?title=Roald_Dahls_Book_of_Ghost_Storiesaction=editredlink=1HYPERLINK http://en.wikipedia.org/w/index.php?title=Roald_Dahls_Book_of_Ghost_Storiesaction=editredlink=1s Book of Ghost Stories(1983). Edited with an introduction by Dahl. The Roald Dahl Omnibus(Dorset Press, 1986) Two Fables(1986). Princess and the Poacherand Princess Mammalia. Ah, Sweet Mystery of Life: The Country Stories of Roald Dahl(1989) The Collected Short Stories of Dahl(1991) The Roald Dahl Treasury(1997) The Great Automatic Grammatizator(1997). (Known in the USA as The Umbrella Man and Other Stories). Skin And Other Stories(2000) Roald Dahl: Collected Stories(2006) See the alphabetical List of Roald Dahl short stories. See also Roald Dahl: Collected Storiesfor a complete, chronological listing. Non-fiction The Mildenhall Treasure(1946, 1977, 1999) Boy Tales of Childhood(1984) Recollections up to the age of 20, looking particularly at schooling in Britainin the early part of the 20th century. Going Solo(1986) Continuation of his autobiography, in which he goes to work for Shelland spends some time working in Tanzaniabefore joining the war effort and becoming one of the last Alliedpilots to withdraw from Greece during the German invasion. Measles, a Dangerous Illness(1986)[43] Memories with Food at Gipsy House(1991) Roald DahlHYPERLINK http://en.wikipedia.org/wiki/Roald_Dahls_Guide_to_Railway_SafetyHYPERLINK http://en.wikipedia.org/wiki/Roald_Dahls_Guide_to_Railway_Safetys Guide to Railway Safety(1991) My Year(1993) Roald Dahls Revolting Recipesby Felicity Dahl, et al.(1994), a collection of recipes based on and inspired by food in Dahls books, created by Roald Felicity Dahl, and Josie Fison Roald Dahls Even More Revolting Recipesby Felicity Dahl, et al.(2001) Plays The Honeys(1955) Produced at the Longacre Theater on Broadway. [] Film scripts The Gremlins(1943) 36 Hours(1965) You Only Live Twice(1967) Chitty Chitty Bang Bang(1968) The Night Digger(1971) Willy Wonka HYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_FactoryHYPERLINK http://en.wikipedia.org/wiki/Willy_Wonka__the_Chocolate_Factorythe Chocolate Factory(1971) [edit] Television Way Out(1961) Horror series hosted by Roald Dahl and produced by David Susskind Alfred Hitchcock Presents: Lamb to the Slaughter(1958) Alfred Hitchcock Presents: Dip in the Pool(1958) Alfred Hitchcock Presents: Poison(1958) Alfred Hitchcock Presents: Man from the South(1960) with Steve McQueenand Peter Lorre Alfred Hitchcock Presents: Mrs. Bixby and the ColonelHYPERLINK http://en.wikipedia.org/wiki/Mrs._Bixby_and_the_Colonels_CoatHYPERLINK http://en.wikipedia.org/wiki/Mrs._Bixby_and_the_Colonels_Coats Coat(1960) Alfred Hitchcock Presents: The Landlady(1961) Tales of the Unexpected(1979-88), episodes written and introduced by Dahl ^ a b Published in 1978 in an omnibus edition titled The Complete Adventures of Charlie and Willy Wonka ] Controversies In 1983 Dahl reviewed Tony Cliftons God Cried, a picture book about the 1982 Israeli invasion of Lebanon depicting Israelis killing thousands of Beirut inhabitants by bombing civilian targets. Dahls review stated that this invasion was when we all started hating Israel, and that the book would make readers violently anti-Israeli, writing, I am not anti-Semitic. I am anti-Israel.[44] Dahl told a reporter in 1983, Theres a trait in the Jewish character that does provoke animosity I mean there is always a reason why anti-anything crops up anywhere; even a stinker like Hitler didnt just pick on them for no reason.[44] Dahl maintained friendships with a number of Jews, including philosopher Isaiah Berlin, who said, I thought he might say anything. Could have been pro-Arab or pro-Jew. There was no consistent line. He was a man who followed whims, which meant he would blow up in one direction, so to speak.[44] In later years, Dahl included a sympathetic episode about German-Jewish refugees in his book Going Solo, and professed to be opposed to injustice, not Jews.[44]

case study :: essays research papers

Philosophy 324 Case 9   Ã‚  Ã‚  Ã‚  Ã‚  Is a good lawyer just considered good if they keep their confidences with their clients and win their cases? Or is their more to a good lawyer? I think there should be much more. Lawyers should be obligated to doing the morally right action even if it means losing the case. This is what the moral agent concept suggests. Considering this concept, we may no longer believe that a good lawyer is simply an effective legal advocate. Rather, a good attorney should be effective morally, as well as representing his client’s cause. It is because of this that one cannot conclude that a good attorney is one who just wins cases. A lawyer is not just a good legal advocate. An attorney must conduct himself in the behavior of a morally good person and practice desirable character traits.   Ã‚  Ã‚  Ã‚  Ã‚  I believe that the moral agent concept is the ethical way to conduct yourself as a lawyer. I will defend my thesis by offering reasons for my position, including moral theories, objections to my position using moral theories, and responses to the objections which are stated.   Ã‚  Ã‚  Ã‚  Ã‚  My first reason that the moral agent concept is ethical is there is a point when the moral agent will not worry about winning the case because to win the case would involve unethical actions. This reason is backed up by the moral theory deontology. The moral agent treats others as ends in themselves and not as mere means to winning cases. For example, a defendant in a murder trial confesses to his attorney that he is indeed guilty of the crime. The moral agent would not allow for this case to continue. The attorney would report to the authorities that his client is guilty. If the lawyer did not report this to the authorities and continued to represent his client, he would be treating the victim and the victim’s family as mere means to winning the case. Doing this would be unethical.   Ã‚  Ã‚  Ã‚  Ã‚  Someone might argue using deontology that in a circumstance where the lawyer reports his client after he admits to the murder, the lawyer is betraying his client’s trust and treating his client as means. A lawyer cannot swear to his client that everything, including unethical information, will remain confidential if he is going to end up telling on his client. Nobody would hire attorneys if they reported privileged information to the authorities.

Mba Human Resource

Master of Business Administration-MBA Semester 1 MB0038 – Management Process and Organization Behavior – 4 Credits (Book ID: B1127) Assignment Set- 2 (60 Marks) Note: Each question carries 10 Marks. Answer all the questions. Q. 1Write a note on classical era for evolution for Organizational behavior. In the early twentieth century, early studies in the complexities of organizational activity got underway. Initial studies were mostly mechanical. Being treated like machines, the humans were subjected to close scrutiny and study.The aspects studied were how the human behaved during regular applied testing of a person's responses to stimuli. Another stream of ideas that were part of study organizations were divided according to their political preferences, and the various levels of management throughout the entire organizations. Unfortunately there was a limitation to both of these because they did not bear in mind the interaction between the two connected streams but treat ed each as a separate entity. Parts of the History of Organizational Behavior Studies can be seen during the 1890's.During this time scientific management was viewed as the best way to run an organization. An organization that in its' course of action adheres to a set of guidelines and guides itself on findings of time and motion studies, is bound to achieve greater levels of productivity – claimed the advocates of this system. It became clear that organizations were centered on interactive groups of their members, and a more humanistic view needed to be formulated as psychology and analysis as a means of understanding human behavior became more sophisticated.By understanding and using psychology productivity will improve tremendously. The Human Relations Movement, as it was called in the beginning of the 20th century, brought focus on collaboration, influence, and the aspect of particular persons understanding the intent of the organization. By the Second World War, a paradi gm shift had occurred in the study of organizational behavior. The new buzzword was operations research, and more and more people became interested in sciences, systems theories, complexity theories and strategies.At the time, James March and Herbert Simon were leading experts in the field. Many theories were coming forth as the seventies came around. More often than not the basis for this was quantitative research and interconnected realms of psychology. By the 1980s how important the cultures of different organizations was emphasized instead of the amount and quality of the research. Anthropology was but one of many fields being added into studies about organizational behaviors. Presently any managerial course has organizational behavior studies as its integral part.As part of the curriculum many business schools now include this and related courses in fields such as industrial psychology. The name of the person who runs the History of Organizational Behavior Studies internet site is Patricia Jones. com. See more on Organizational Behaviors. This article may only be used if the author bio and links are included. Q. 2what is groupthink. Explain. Groupthink is â€Å"a deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures†. Thus, the overemphasis on consensus and agreement leads members to be unwilling to evaluate group members’ ideas critically.This hinders decision-making and becomes an obstacle to group productivity. Certain conditions favor the development of groupthink. i) The first condition is high cohesiveness. Cohesive groups tend to avoid conflicts and to demand conformity. ii) The second is other antecedents including directive leadership, high stress, insulation of the group and lack of methodical procedures for developing and evaluating alternatives. A group suffering from groupthink displays recognizable symptoms. Symptoms of Groupthink and how to Prevent It Illusions of invulnerabi lity: Group members feel they are above criticism. This symptom leads to excessive optimism and risk taking. * Illusions of group morality: Group members feel they are moral in their actions and therefore above reproach. This symptom leads the group to ignore the ethical implications of their decisions. * Illusions of unanimity: Group members believe there is unanimous agreement on the decisions. Silence is misconstrued as consent. * Rationalization: Group members concoct explanations for their decisions to make them appear rational and correct.The results are that other alternatives are not considered, and there is an unwillingness to reconsider the group’s assumptions. * Stereotyping the enemy: Competitors are stereotyped as evil or stupid. This leads the group to underestimate its opposition. * Self-censorship: Members do not express their doubts or concerns about the course of action. This prevents critical analysis of the decisions. * Peer pressure: Any members who expre ss doubts or concerns are pressured by other group members, who question their loyalty. * Mind guards: Some members take it upon themselves to protect the group from negative feedback.Group members are thus shielded from information that might lead them to question their action. Guidelines for Preventing Groupthink * Ask each group member to assume the role of a critical evaluator by actively voicing objections or doubts. * Have the leader avoid stating his or her position on the issue prior to the group decision. * Create several groups that work on the decision simultaneously. * Bring in outside experts to evaluate the group process. * Appoint a devil’s advocate to question the group’s course of action consistently. Evaluate the competition carefully, posing as many different motivations and intentions as possible. * Once consensus is reached, encourage the group to rethink its position by re-examining the alternatives. 1. Social Loafing:  Social loafing occurs whe n one or more group members rely on the efforts of other group members and fail to contribute their own time, effort, thoughts or other resources to a group. This may create a real drag on the group’s efforts and achievements. When a group carries out a task, it is harder to attribute the group’s output to individual contributions.Some group members may engage in social loafing, or doing Less than their share of the work on the assumption that group’s results will not indicate the individual’s failure to contribute. A number of methods for countering social loafing exist, such as having identifiable individual contributions to the group product and member self-evaluation systems. For example, if each group member is responsible for a specific input to the group, a members’ failure to contribute will be noticed by everyone. If members must formally evaluate their contributions to the group, they are less likely to loaf. . Production Blocking:  Pro duction blocking is limiting another person’s output by getting in his or her way. Production blocking occurs when too many employees are trying to work in a given amount of space or when the organization has poorly planned the use of its facilities. It can also occur when the organization assigns more than the optimal number of employees to carry out a task. Q. 3Explain the process of negotiation. We can identify four basic steps in the negotiation process. They are: 1. Preparation:  Preparation for negotiations should begin long before the formal negotiation begins.Each party gathers information about the other side – its history, likely behavior, previous interactions and previous agreements reached by the parties. Each party polls its members to determine their wishes, expectations, and preferences regarding a new agreement. 2. Evaluation of Alternatives:  The two sides attempt to identify the bargaining range (i. e. , the range in which both parties would find an agreement acceptable). The bargainers determine the alternatives acceptable to them and also identify their best alternative if a negotiated settlement is not reached.Identifying a set of alternatives, including the best one, helps individuals determine whether to continue the negotiation or seek another course of action. Both the parties Best Alternative to a Negotiated Agreement (BATNA) needs to be determined. BATNA determines the lowest value acceptable to you for a negotiated agreement for both the parties. 3. Identifying Interests:  Negotiators act to satisfy their own interests, which may include substantive, relationship, personal or organizational ones. The person or group must assess the other party’s interests and then decide how to respond to those interests in their offers.Effective negotiations call for satisfying interests by identifying and exploring a range of possible positions on specific issues. 4. Making Trade-offs and Creating Joint Gains:  Bargai ners use trade-offs to satisfy their own and others’ interests. Either position would meet the interests of maintaining a certain standard of living. One way to assess tradeoffs is * Begin by identifying the best and worst possible outcomes. * Next, specify what impact trade-offs will have on these outcomes. * Finally, consider whether the changed outcomes will better meet the parties’ interest.Negotiators need to overcome the idea that a fixed pie of outcomes exists, avoid non-rational escalation of conflict, pay attention to others’ cognitions and avoid devaluating the others’ concessions while overvaluing their own. Issues in Negotiation Some of the most important issues have been discussed below. 1. The role of personality traits in negotiation –  Overall assessments of the personality-negotiation relationship finds that personality traits have no significant direct effect on either the bargaining process or negotiation outcomes (Wall ;amp; B lum, 1991). . Gender differences in negotiations – Men and women do not negotiate differently. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. The evidence does not support this. The belief that women are â€Å"nicer† is probably due to confusing gender and the lack of power typically held by women. (Stuhlmacher ;amp; Walters, 1999). 3. Cultural differences in negotiations – Negotiating styles clearly vary across national cultures (Adler, 2002).The cultural context of the negotiation significantly influences the amount and type of preparation for bargaining, the emphasis on task versus interpersonal relationships, the tactics used, etc. Q. 4 The environmental stressors have a great impact on work performance and adjustment of the individual in an organization. Discuss the different categories of environmental stressors. Environmental and internal conditions that lie beyond an individualâ €™s control are environmental stressors. Such stressors can have a considerable impact on work performance and adjustment. We can organize environmental stressors into the following categories: . Task Demands: Task demands are factors related to a person’s job. They include the design of the individual’s job, working conditions and the physical work layout. Changes and lack of control are two of the most stressful demands people face at work. Change leads to uncertainty, a lack of predictability in a person’s daily tasks and activities and may be caused by job insecurity related to difficult economic times. Technology and technological innovation also create change and uncertainty for many employees, requiring adjustments in training education and skill development.Lack of control is a second major source of stress, especially in work environments that are difficult and psychologically demanding. The lack of control may be caused by inability to influence th e timing of tasks and activities, to select tools or methods for accomplishing the work to make decisions that influence work outcomes, or to exercise direct action to affect the work outcomes. 2. Role Demands: The social-psychological demands of the work environment may be every bit as stressful as task demands at work.Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflict results from inconsistent or incompatible expectations communicated to a person. The conflict may be an inter role, intra-role or person-role conflict. a. Inter role Conflict: is caused by conflicting expectations related to two separate roles, such as employee and parent. For example, the employee with major sales presentation on Monday and a sick child at home is likely to experience inter-role conflict. b.Intra-role conflict: is caused by conflicting expectations related to a single role, such as employee. For example, the man ager who presses employees. c. Person-role Conflict: Ethics violations are likely to cause person-role conflicts. Employees expected to behave in ways that violate personal values, beliefs or principles experience conflict. The second major cause of role stress is role ambiguity. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Role ambiguity is the confusion a person experiences related to the expectations of others.Role ambiguity may be caused by not understanding what is expected, not knowing how to do it, or not knowing the result of failure to do it. 3. Inter-personal Demands: are pressures created by other employees. Lack of social support from colleagues stress, especially among employees with a high social need. Abrasive personalities, sexual harassment and the leadership style in the organization are interpersonal demands for people at work. a. The abrasive Person: May be an able and talented e mployee, but one who creates emotional waves that others at work must accommodate. b.Sexual Harassment: The vast majority of sexual harassment is directed at women in the workplace, creating a stressful working environment for the person being harassed, as well as for others. c. Leadership Styles: Whether authoritarian or participative, create stress for different personality types. Employees who feel secure with firm, directive leadership may be anxious with an open, participative style. Those comfortable with participative leadership may feel restrained by a directive style. 4. Physical Demands: Non-work demands create stress for people, which carry over into work environment or vice versa.Workers subject to create role conflicts or overloads that are difficult to manage. In addition to family demands, people have personal demands related to non-work organizational commitments such as religious and public service organizations. These demands become more or less stressful, dependin g on their compatibility with the person’s work and family life and their capacity to provide alternative satisfactions for the person. Q. 5 Given below are certain instances observed by a summer trainee – Ritu, while making an observational study at Global Green consultants.An organization dealing with recycling of plastic products waste etc. She makes the following observations about two key people in the organization. 1) Mr. Patnayak – He is a very friendly person and encourages his team members by giving those recommendations and appreciation. This helps HR to decide about giving a bonus or promotion to employees. 2) Mr. Dutta- He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also gives them warnings regarding suspension etc. Now explain what base of power Mr. Patnayak and Mr.Dutta belong to. Explain the type of power they use often Ten Types of Power 1. Position. Some measure of pow er is conferred on the basis of one’s formal position in an organization. For example, a marketing manager can influence the decisions that affect the marketing department. However, the marketing manager has little power to influence the decisions that affect the finance department. 2. Knowledge or expertise. People who have knowledge or expertise can wield tremendous power. Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers power.Thus, you could be an incredibly bright person and still be powerless. 3. Character or ethics. The more trustworthy individuals are the more power they have in negotiations. The big issue here is whether they do what they say they are going to do—even when they no longer feel like doing it. 4. Rewards. People who are able to bestow rewards or perceived rewards hold power. Supervisors, with their ability to give raises, hold power over employees. Money can have power. But money, like anything else, holds very little power if it is not distributed. 5.Punishment. Those who have the ability to create a negative outcome for a counterpart have the power of punishment. Managers who have the authority to reprimand and fire employees hold this type of power. State troopers and highway patrol officers who have the ability to give out speeding tickets also have this power. 6. Gender. Dealing with someone of the opposite sex can confer power. We have videotaped many negotiation case studies in which the turning point came when a woman casually touched a man’s hand or arm to make her point. 7. Powerlessness.In some instances, giving up all power can be very powerful. If a kidnapper threatens a hostage with death enough times, the hostage may just challenge the kidnapper to go ahead and kill him. At the point that the hostage gives up power, or control over his own death, the kidnapper actually loses power. 8. Charisma or personal power. When we ask participants in our seminar s for examples of leaders who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, â€Å"What do all three of these leaders have in common? participants usually respond, â€Å"Passion and confidence in what they believe in. † 9. Lack of interest or desire. In negotiations, as in many other areas of life, the side with the least interest in what is being negotiated holds the most power. If you are buying a house and you really do not care if you purchase the house you are currently negotiating for or the one down the street, you will most likely hold more power in the negotiation—unless, of course, the sellers could care less if they sell the house today or live in it for another ten years! 10. Craziness.This may sound funny, but bizarre or irrational behavior can confer a tremendous amount of power. Every organization has someone who blows up or behaves irrationally when confronted with pr oblems. Those who have been exposed to this type of behavior tend to avoid such individuals. As a result, these individuals are not given many tasks to accomplish because others are afraid to ask them. Leadership style influence level of motivation. However, throughout a lifetime, man’s motivation is influenced by changing ambitions and/or leadership style he works under or socializes with.Command-and-control leadership drains off ambition while worker responsibility increases ambition. Leadership Style versus Motivation| Leadership Style| Motivation Type| Motivation is Based on:| Personality Type| Efficiency| Limited supervisionWorker with decision making responsibility| Self motivated| Creativity| Leader of ideas or people. Independent AchieverThrives on change| High| | Team motivated| | | | Mixed styles| Goal motivated| Opportunity| Personality type and efficiency depends on leader's skill and/or the work environment he's created. | | Reward motivated| Materialism| | Recog nition motivated| Social status| | High level of supervisionCommand-and-control| Peer motivated| To be like others| Status quo DependencyResist change| Low| | Authority motivated| Follows policy| | | | Threat, fear motivated| Reacts to force| | | * Self-motivated or visionaries will not accept authority controlled environments. They will find a way to escape if trapped. * In a team-motivated environment, dependency types will become inspired and strive to be acceptable with independent thinking coworkers. * Associates influence the level of individual motivation. Reaction to ChangeCommand-and-control leadership is the primary style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to learn another. The worker adapts to level three with an occasional trip to level two. Worker responsibility is just the opposite; it motivates people to thrive on change by seeking challenges, fin ding ways to achieve goals. Level one is the leader of changing technology, finding ways to create efficiency. Reaction to Efficiency The efficiency of advancing technology is forcing change.It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire motivation. With today’s changing technology, an individual must be willing to abandoned old skills and learn new ones. The ability to adapt is achieved through self-development programs. Because level one thrives on change, they adapt to whatever methods gets things done with the least amount of effort.This brings us to work habits. In level one, management and front line workers, together, are searching for ways to solve and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to pre vent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they don’t have the authority to take action and have learned not to be concerned.Supervisors are only concerned with elements that management thinks are important. Under command-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action only when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop.Under worker responsibility, management and workers unite to prevent or solve problems. Team MotivatedElementary problems are prevented or solved at the s ource. Getting the job done is the primary goal of management and workers. | Dependency of AuthorityElementary are dealt with by management when large enough to be recognized. | Abused WorkersLack of leadership skills and the desire for power creates elementary problems. Managers focus on worker control. Getting the job done is down the list. Workers goal is to find ways to do little as possible.   | Command and Control Leadership – Problems are always out of control. | Reaction to Learning Habits In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated with maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises.Reaction to Go als Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that attract and keep this type of person stay on the leading edge of technology. The CEO is a visionary in customer service and employee leadership. The employees' goals are the same as the CEO’s. If the CEO desires control, then he will lead in such a way that trains subordinates to lead by control. As a result, the employees' goals are quitting time and payday. Reaction to RecognitionRecognition is important; it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one. Self Motivated Projects Self-motivated projects' is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish challenging projects is the secret to being a winner.First requirement is interest, then asking questions which inspires' the learning process. With information, a challenge is presented and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is why most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are required steps to larger projects.Team Motivated Projects Everyone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until success is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input. Q. 6 â€Å"Fashion4now† is a famous and old magazine. The top management decides to start the e- edition of the magazine.They also decide the redefine the policies and culture of â€Å"Fashion4now† To start implementing this change, they frequently call meetings of employees. They have also formed groups at different levels to clarify doubts and explain the perspective of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what approach is most evident in the context. Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc.Examp les of organization-wide change might include a change in mission, restructuring operations (e. g. , restructuring to self-managed teams, layoffs, etc. ), new technologies, mergers, major collaborations, â€Å"rightsizing†, new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. The levels of organizational change Perhaps the most difficult decision to make is at what â€Å"level† to start.There are four levels of organizational change: First let's describe these levels, and then under what circumstances a business should use them. Level 1- shaping and anticipating the future At this level, organizations start out with few assumptions about the business itself, what it is â€Å"good† at, and what the future will be like. Management generates alternate â€Å"scenarios† of the future, defin es opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc.More information on this is in the next article, â€Å"Moving from the Future to your Strategy. † Level 2 – defining what business (as) to be in and their â€Å"Core Competencies Many attempts at strategic planning start at this level, either assuming that 1) the future will be like the past or at least predictable; 2) the future is embodied in the CEO's â€Å"vision for the future†; or 3) management doesn't know where else to start; 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists.After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More infor mation on this is in the next article, â€Å"Moving from the Future to your Strategy. † Level 3 – Reengineering (Structurally Changing) Your Processes Either as an aftermath or consequence of level one or two work or as an independent action, level three works focuses on fundamentally changing how work is accomplished.Rather than focus on modest improvements, reengineering focuses on making major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, please see â€Å"A Tale of Three Villages. † Level 4 – Incrementally Changing your Processes Level 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect.Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer necessary because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see â€Å"A Tale of Three Villages. †   Some General Guidelines to Organization-Wide Change 1. Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references. 2. Widely communicate the potential need for change.Communicate what you're doing about it. Communicate what was done and how it worked out. 3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change. 4. Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish? 6. Plan the chang e. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not?Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan. 7. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom. 8. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done.As much as possible, let them decide how to do the project. 9. The process won't be an â€Å"aha! † It will take longer than you think. 10. Keep perspective. Keep focused on meeting the needs of your customer or clients. 11. Take care of yourself first. Organization-wide change can be highly stressful. 12. Don't seek to control change, but rather to expect it, understand it and manage it. 13. Include closure in the plan. Acknowledge and celebrate your accomplishments. 14. Read some resources about organizational change, including new forms and structures

Land tenure reform in Zimbabwe Essay

Write an essay in which you discuss land tenure reform in Zimbabwe / South Africa or Namibia. In your discussion use the perquisites for land tenure reform identified by van de Wall. Then evaluate whether these perquisites for land tenure reform are still acceptable inn your study. Table of Contents_____________________________________________________Page: Introduction Perquisites for land tenure reform by van de Wall Land reform in Zimbabwe Is van de Wall’s perquisites still relevant to Zimbabwe’s land reform Conclusion Bibliography INTRODUCTION With the independence of Zimbabwe the new government implemented land reform in order to relieve the increasing population pressure on the country. I will discuss the perquisites of land reform by van de Wall and compare that to the land reform tenure of Zimbabwe. Discussing whether or not van de Wall’s perquisites are applicable to Zimbabwe’s land reform. PERQUISITES FOR LAND TENURE REFORM BY VAN DE WALL: â€Å"Land-tenure reforms present a major challenge to policymakers, such as reducing rural poverty while avoiding socially unacceptable inequalities in land ownership and living standards† (Ravaillon and van de Walle 2008). Van de Wall puts forward certain requirements in order for successful land reform. The rural population must actively take part in the land reform tenure as the programme is aimed at boosting the previous disadvantaged population of the country. In order to do so Steward, du Plessis, Mazibuko  and Moloi (2010:82) state: â€Å"one needs qualified and skill staff as land reform actions imply high costs in surveying, registration, resettlement and so forth† The government must be active in the reform to minimise constrains that prevent the rural population from accessing credit, support and technical services and infra-structural development. Also to attend to job creation for the farming community who has lost there land due to reforms as farming is often there only livelihood and means of income. It’s important to stress that the settlement of farmers should be on the farmers own account and that they should be self-sufficient and accept responsibility for their livelihood. Government must as a priority provide resources and clear policies to enable farm dwellers to realise their land rights also provide farmers with security in respect of land rights and that legislation affords protection. Farmers must receive compensation should these rights be violated – farmers must be protected from evictions and have secured tenure not linked to employment. LAND REFORM IN ZIMBABWE: Zimbabwe became independent in the 1980’s when most fertile farmlands were predominantly owned by white / commercial farmers. This was a problem as â€Å"population density was low in the large commercial farm areas whereas in small farm areas overpopulation beyond carrying capacity was predominant and most farms have become too small to earn a living† (Blanckenburg1994:329). The black population of Zimbabwe was promised fertile farming land after independence – which was â€Å"bought† from the profitable, commercial and predominantly white farmers. These pieces of land was given to previously disadvantage black people so instead of a few commercial farms only being owned by the minority (white) it was now subdivided into smaller pieces of arable farmland and given to the black population. The vision of the government was to increase employment and income distribution between white and black people IS VAN DE WALL’S PREQUISITES STILL RELEVANT TO ZIMBABWE’S LAND REFORM? No, van de Wall stated land reform must be given to skilled and educated people, whereas the Zimbabwe government preference inexperienced settlers and liberation fighters. The Zimbabwe government abolished the following Lancaster House Agreement of 1979. Stating the willing buyer (government), willing seller (farmer) principle whereby the selling farmer could decide whether or not to sell their farm was – abolished by the  government who could determine independently which farms to acquire. The new land owners did not poses the skills to efficiently run farms which led to the crash of the tobacco industry. CONCLUSION The land reform act of Zimbabwe was politically orientated eventually leading up to such a point where farmers where murdered and land was forcefully taken with inadequate compensation. Where Zimbabwe was once seen as a major food and economic leader they now the poorest country in Africa even though there leader president Mugabe is the richest man in Africa. BIBLIOGRAPHY: Ravallion,M and D. van de Walle.2008. Land in transition:Reformand Povertyin Rural Vietnam. Washington,DC Policy Research Paper 2951/ New York: The World Bank/ Palgrave Macmillian Steward, PDS, du Plessis, IMM, Mazibuko, SG, Moloi, R. 2010. Only study guide for DVA3702. Pretoria: University of South Africa