Christmas Carol-‘Fear Is the Only Motivator for Scrooge. It Is When the Ghost of Christmas Yet to Come Shows Him His Lonely Grave That He Decides to Change.’ Essay

The main character, Scrooge was scared towards the end. Scrooge is a character from â€Å"Christmas Carol† by Charles Dickens’. Dicken shows Scrooge supernatural things throughout this novel by creating a scary looking angel of death that points to Scrooge’s future grave. The other character who appears towards the end, doesn’t play a big role as the angel of death. The first supernatural appearance didn’t really scare Scrooge. Scrooge thought he was just seeing things when he saw Marley’s face on his house’s door knob. In my opinion when Dickens shows Scrooge the ghost’s image which looked like Marley, Scrooge gets surprise but not scared. Scrooge didn’t actually believe in Marley when he told him â€Å"In the next couple of nights there will be ghost that will visit you†. When Marley leaves Scrooge, Scrooge acts like nothing has happened. None of the ghost makes Scrooge regret life as the last ghost even when the next supernatural ghost visits Scrooge. The second ghost is telling you remember when you were with Belle. The ghost try’s to scare him by showing him and it doesn’t work probably because the way I defined that moment was Scrooge didn’t show any change about Belle. In my opinion you can regret the past and forget it but you’re going to regret it more when you know you’re going to die in a certain years then go with Marley roaming the earth. I think the second last ghost was a waste of character. When you’re trying to change someone you’re trying to show him scary thing not that like feast and caring moment. Why show Scrooge people caring about him when you can show him people talk about Scrooge after his death. When trying to scare a person is by scaring him and getting the punishment. It’s like getting a fine for speeding you’ll be scared about the punishment and not do it again. When the angel of death comes Scrooge already gets scared not like when the last ghost comes wearing nice cloths and throne made up of food. The gho st appears for the dark and fog around his legs which make his entire more scarier and to tell Scrooge things are going to get heaps more serious now and forget about the other ghost, they were being nice but I’m not going to be like them. When the ghost makes Scrooge cry, the ghost has finished his job. When he (ghost) makes Scrooge cry, the cry of Scrooge represents his going to change and you got so scared that you start to cry. I don’t know if you recognised that Scrooge only makes a promise to the last ghost. I will honour Christmas in my heart and try to keep it all the year.† Only make promises when you’re ready to become something new like Scrooge now. I finally say that the best way to make someone regret and change them is by scaring them and I strongly agree that fear is the only motivator for Scrooge is when the ghost of Christmas yet to come shows him his lonely grave that he decides to change.

Marketing to the Bottom of the Pyramid Essay

Professor C. K. Prahalad’s seminal publication, The Fortune at the Bottom of the Pyramid, suggests an enormous market at the â€Å"bottom of the pyramid† (BOP)—a group of some 4 billion people who subsist on less than $2 a day. By some estimates, these â€Å"aspirational poor,† who make up three-fourths of the world’s population, represent $14 trillion in purchasing power, more than Germany, the United Kingdom, Italy, France, and Japan put together. Demographically, it is young and growing at 6 percent a year or more. Traditionally, the poor have not been considered an important market segment. â€Å"The poor can’t afford most products†; â€Å"they will not accept new technologies†; and â€Å"except for the most basic products, they have little or no use for most products sold to higher income market segments†Ã¢â‚¬â€these are some of the assumptions that have, until recently, caused most multinational firms to pay little or no attention to those at the bottom of the pyramid. Typical market analysis is limited to urban areas, thereby ignoring rural villages where, in markets like India, the majority of the population lives. However, as major markets become more competitive and in some cases saturated—with the resulting ever-thinning profit margins— marketing to the bottom of the pyramid may have real potential and be worthy of exploration. One researcher suggested that American and European businesses should go back and look at their own roots. Sears, Roebuck was created to serve the lower-income, sparsely settled rural market. Singer sewing machines fashioned a scheme to make consumption possible by allowing customers to pay $5 a month instead of $100 at once. The world’s largest company today, Walmart, was created to serve the lower-income market. Here are a few examples of multinational company efforts to overcome the challenges in marketing to the BOP. Designing products for the BOP is not about making cheap  stuff but about making technologically advanced products affordable. For example, one company was inspired to invent the Freeplay, a windup self-power–generating radio, when it learned that isolated, impoverished people in South Africa were not getting information about AIDS because they  had no electricity for radios and could not afford replacement batteries. BOP MARKETING REQUIRES ADVANCED TECHNOLOGY The BOP market has a need for advanced technology, but to  be usable, infrastructure support must often accompany the  technology. For example, ITC, a $2.6 billion a year Indian conglomerate, decided to create a network of PC kiosks in villages. For years, ITC conducted its business with farmers through a maze of intermediaries, from brokers to traders. The company wanted farmers to be able to connect directly to information sources to check ITC’s offer price for produce, as well as prices in the closest village market, in the state capital, and on the Chicago commodities exchange. With direct access to information, farmers got the best price for their product, hordes of  intermediaries were bypassed, and ITC gained a direct contact with the farmers, thus improving the efficiency of ITC’s soybean acquisition. To achieve this goal, it had to do much more than just distribute PCs. It had to provide equipment for managing power outages, solar panels for extra electricity, and a satellite-based telephone hookup, and it had to train farmers to use the PCs. Without these steps, the PCs would never have worked. The complex solution serves ITC very well. Now more  than 10,000 villages and more than 1 million farmers are covered by its system. ITC is able to pay more to farmers and at the same time cut its costs because it has dramatically reduced the inefficiencies in logistics. The vast market for cell phones among those at the BOP is  not for phones costing $200 or even $100 but for phones costing less than $50. Such a phone cannot simply be a cut-down version of an existing handset. It must be very reliable and have lots of battery capacity, as it will be used by people who do not have reliable access to electricity. Motorola went thorough four redesigns to develop a low-cost cell phone with  battery life as long as 500 hours for villagers without regular electricity and an extra-loud volume for use in noisy markets. Motorola’s low-cost phone, a no-frills cell phone priced at $40, has a standby time of two weeks and conforms to local languages and customs. The cell-phone manufacturer says it expects to sell 6 million cell phones in six months in markets including China, India, and  Turkey. BOP MARKETING REQUIRES CREATIVE FINANCING There is also demand for personal computers but again, at very low prices. To meet the needs of this market, Advanced Micro Devices markets a $185 Personal Internet communicator—a basic computer for developing countries—and a Taiwan Company offers a similar device costing just $100. For most products, demand is contingent on the customer  having sufficient purchasing power. Companies have to devise creative ways to assist those at the BOP to finance larger purchases. For example, Cemex, the world’s third-largest cement company, recognized an opportunity for profit by enabling  lower-income Mexicans to build their own homes. The company’s Patrimonio Hoy Programme, a combination builder’s â€Å"club† and financing plan that targets homeowners who make less than $5 a day, markets building kits using its premiumgrade cement. It recruited 510 promoters to persuade new customers to commit to building additions to their homes. The customers paid Cemex $11.50 a week and received building  materials every 10 weeks until the room was finished (about  70 weeks—customers were on their own for the actual building). Although poor, 99.6 percent of the 150,000 Patrimonio Hoy participants have paid their bills in full. Patrimonio Hoy at tracted 42,000 new customers and is expected to turn a $1.5 million profit next year. 8/27/10 2:14 PM Cases 3 Assessing Global Market Opportunities One customer, Diega Chavero, thought the scheme was a scam  when she first heard of it, but after eight years of being unable to save enough to expand the one-room home where her family of six lived, she was willing to try anything. Four years later, she has five bedrooms. â€Å"Now I have a palace.† Another deterrent to the development of small enterprises at the BOP is available sources of adequate financing for microdistributors and budding entrepreneurs. For years, those at the bottom of the pyramid needing loans in India had to depend on local moneylenders, at interest rates up to 500 percent a year. ICICI Bank, the second-largest banking institution in India, saw these people as a potential market and critical to its future. To convert them into customers in a cost-effective way, ICICI turned to village self-help groups. ICICI Bank met with microfinance-aid groups working with  the poor and decided to give them capital to start making small loans to the poor—at rates that run from 10 percent to 30 percent. This sounds usurious, but it is lower than the 10 percent daily rate that some Indian loan sharks charge. Each group was composed of 20 women who were taught about saving, borrowing, investing, and so on. Each woman contributes to a joint savings account with the other members, and based on the self-help group’s track record of savings, the bank then lends money to the group, which in turn lends money to its individual members. ICICI has developed 10,000 of these groups reaching 200,000 women. ICICI’s money has helped 1 million households get loans that average $120 to $140. The bank’s executive directory says the venture has been â€Å"very profitable.† ICICI is working with local communities and NGOs to enlarge its reach. BOP MARKETING REQUIRES EFFECTIVE DISTRIBUTION When Unilever saw that dozens of agencies were lending microcredit loans  funds to poor women all over India, it thought that these would-be microentrepreneurs needed businesses to run. Unilever realized it could not sell to the bottom of the pyramid unless it found low-cost ways to distribute its product, so it created a network of hundreds of thousands of Shakti Amma (â€Å"empowered mothers†) who sell Lever’s products in their villages through an Indian version of Tupperware parties. Start-up loans enabled the women to buy stocks of goods to sell to local villagers. In one case, a woman who received a small loan was able to repay her start-up loan and has not needed to take another one. She now sells regularly to about 50 homes and even serves as a miniwholesaler, stocking tiny shops in outlying villages a short bus ride from her own. She sells about 10,000 rupees ($230) of goods each month, keeps about $26 profit, and ploughs the rest back into new stock. While the $26 a month she earns is less than the average $40 monthly income in the area, she now has income, whereas before she had nothing. Today about 1,300 poor women are selling Unilever’s products in 50,000 villages in 12 states in India and account for about 15 percent of the company’s rural sales in those states. Overall, rural markets account for about 30 percent of the company’s revenue. In another example, Nguyen Van Hon operates a floating sundries distributorship along the Ke Sat River in Vietnam’s Mekong Delta—a maze of rivers and canals dotted with villages. His boat is filled with boxes containing small bars of Lifebuoy soap and  single-use sachets of Sunsilk shampoo and Omo laundry detergent, which he sells to riverside shopkeepers for as little as 2.5 cents each. At his first stop he makes deliveries to a half dozen small shops. He sells hundred of thousands of soap and shampoo packets a month, enough to earn about $125—five times his previous monthly salary as a junior Communist party official. â€Å"It’s a hard life, but its getting better.† Now, he â€Å"has enough to pay his daughter’s schools fees and soon . . . will have saved enough to buy  a bigger boat, so I can sell to more villages.† Because of aggressive efforts to reach remote parts of the country through an extensive network of more than 100,000 independent sales  representatives such as Hon, the Vietnam subsidiary of Unilever realized a 23 percent increase in sales last year to more than $300 million. BOP MARKETING REQUIRES AFFORDABLE PACKAGING As one observer noted, â€Å"the poor cannot be Walmartized.† Consumers in rich nations use money to stockpile convenience. We go to Sam’s Club, Costco, Kmart, and so on, to get bargain prices and the convenience of buying shampoos and paper towels by the case. Selling to the poor requires just the opposite approach. They do not have the cash to stockpile convenience, and they do not mind frequent trips to the village store. Products have to be made available locally and in affordable units; fully 60 percent of the value of all shampoo sold in India is in single-serve packets. Nestlà © is targeting China with a blitz of 29 new ice cream  brands, many selling for as little as 12 cents with take-home and multipack products ranging from 72 cents to $2.30. It also features products specially designed for local tastes and preferences of Chinese consumers, such as Nestlà © Snow Moji, a rice pastry filled with vanilla ice cream that resembles dim sum, and other ice cream flavors like red bean and green tea. The ice cream products are distributed through a group of small independent saleswomen, which the company aims to expand to 4,000 women  by next year. The project is expected to account for as much as 24 percent of the company’s total rural sales within the next few years. BOP MARKETING CREATES  HEALTH BENEFITS Albeit a promotion to sell products, marketing to BOP does help improve personal hygiene. The World Health Organization (WHO) estimates that diarrhea-related diseases kill 1.8 million people a year and noted that  better hand-washing habits—using soap—is one way to prevent their spread. In response to WHO urging, Hindustan Lever Company introduced a campaign called â€Å"Swasthya Chetna† or â€Å"Glowing Health,† which argues that even cleanlooking hands may carry dangerous germs, so use more soap. It began a concentrated effort to take this message into the tens of thousands of villages where the rural poor reside, often with little access to media. â€Å"Lifebuoy teams visit each village several times,† using a â€Å"Glo Germ† kit to show schoolchildren that soap-washed hands are cleaner. This program has reached â€Å"around 80 million rural folk,† and sales of Lifebuoy in small affordable sizes have risen sharply. The small bar has become the brand’s top seller.

To Be a Successful Learning Team

To Be Successful Learning Team Foundations of University Studies/ GEN/195 Laura Elsner 1/2/2013 To Be Successful as a Learning Team Cooperation and communication are the main ingredients when it comes to a successful learning team. Effective team management is a vital part of becoming a successful learning team. â€Å"Success is not final, failure is not fatal: it is the courage (Thomas, E 2012) says it best. Just because we are successful on one project, does not mean failure will not revisit us. It is the trust and confidence that we put in to each other that makes failure obsolete.Being in a learning team at the University of Phoenix has really been a great experience. When working in a group, it is important to first get a feel for your group members. In our learning team, we are extremely lucky that we get along and gel great together. When working in a team, that is one of the most important pieces to this puzzle. Also, we have had an opportunity to get together for a non Univ ersity of Phoenix related activity and it has also given us a chance to get a feel for each other outside of the school type atmosphere.We felt that was a very important piece of the team bonding experience. We also understand that we all have different learning styles but luckily there not too far off from one another. When we first formed our group, we understood how much more important it is to get together and meet as opposed to trying to do a conference call with one another. We decided that at least once a week, we will meet at the Kalamazoo Public Library to do our learning team assignments so there is no confusion with what needs to be done and what our individual responsibilities are.Trusting your team members is another vital piece to the learning team puzzle. If you cannot trust the members of your learning team, it will be difficult for everyone to participate and it can also deter the group in whatever assignment that needs to be completed. Although, trust is earned and not given, every group member needs to understand that the most important thing is the completion of the assignment and every group member needs to pull his or her own weight. â€Å"Less ssertive team members will be encouraged by the atmosphere of trust in an effective learning team to take on a more directive, custodial role on occasions. The more assertive will learn that their success depends on the success of the entire team, and they will become more aware of the value of team work and joint effort in achieving goals† (Baker University Handbook, 2010 ). When assigning tasks to different group members in your learning team, you want to assign the tasks that will appeal to a person’s strengths.If you have a member that is not very familiar with a computer or someone that is not very proficient at typing, then you do not want to put that person in charge of typing your project. You want to try to cater to everyone’s strengths, while at the same time, working to strengthen some of their weaknesses. If you have the opportunity to choose your group members, it is important to choose people that you are able to get along with. Also, you want to try to bring some diversity to the group. Different people bring different things to the table, both good and bad.It is not always a good idea to bring someone in to your group because they are your friend or you like hanging out with them. Remember, the main goal of the learning team is to have maximum participation and most of all, completing the assignment, the right way. By understanding what you need to accomplish and the steps you need to take in order to accomplish your mission, working as a learning team can be extremely beneficial to all parties involved. â€Å"Those who want success should think like a planter.They should understand that having the right seed is an essential key to success, but they must also understand that the soil that they entrust to the seed is just as vital†¦ C an you honestly say the environment(s) you are in will yield the kind of harvest you are expecting? † (Thomas, E 2012). References https://twitter. com/EricThomasQuote http://www. bakeru. edu/images/pdf/AC_schools/Learning-Team-Handbook. pdf http://www. thegreatnessmind. com/2011/12/28/inspiring-quotes-from-eric-thomas-et-the-hip-hop-preacher-and-the-secrets-to-success/

Behavioral Programme Assignment Essay

Our esteemed bank was established on 11 May 1921 and went public on 11 November 1921 in the name of Nadar Bank Limited at Ana Mavanna Building, Thoothukudi. Later we renamed as Tamilnad Mercantile Bank Limited. We had only 4 branches until 1947. The bank has now 388 full fledged branches and 732 ATM’s all over the India. In order to serve the rural areas, the bank extended services more in non-metro areas. Out of 388 branches, 344 branches are located in Rural, Semi Urban and Urban areas only. GROWTH: We are one of the oldest private sector banks which is continuously making profits and paying highest dividends. This was possible only with the dedicated employees at all levels who are energetic and are enthusiastic in the growth and prosperity of the bank. This made the bank to adopt the official motto: â€Å"Totally Motivated Bank† Achievements and Awards : The financial express in its survey on India’s Best Bank 2013 has ranked our bank No.1 among the Old Private Sector Banks. TMB has been rated 2nd Best Bank in Small Banks category by Business World under India’s Best Bank 2013 TMB has received the Best Banker award in Customer Orientation and Human Resources. TMB has received ASSOCHAM India 9th Annual Summit cum Social Banking Excellence Awards 2013 – India’s Best Private Sector Bank 2013. FUTURE VISION OF TMB: Looking Ahead: The vision of the bank is to develop the bank into a much stronger bank with  the higher level of modernization to handle the business volume. Noble thoughts and high ideas of the team of management charged with dynamic spirit of action will take the bank to a greater height, achieving growth in strength and exhibit the bank as a model bank in the Banking industry. The bank has set itself a high standard, be it in operation, customer service or compliance to regulation. Technology upgradation and March towards Hi-Tech Cyber Banking are the current mission of the Bank. VISION STATEMENT: â€Å"To be a progressive bank with strong brand equity, Enhancing the value for all the stake holders through Excellence in performance and good governance† Medium Term Goal: Aiming to increase its total business to Rs 1 lakh crore in the next four years and to expand our branch network outside Tamil Nadu. At present we having a total business of Rs 41,000 crore in 2013-14, and planning to open a large number of branches in Andhra Pradesh, Karnataka, Kerala, Telangana, Gujarat and Maharashtra in the next 3 years. Our endeavor is to have 30-40 branches in each of these states. We are targeting a total business of Rs 50000 crore in 2014-15, and aiming to have a network of 800 branches in four years. â€Å"Our medium-term goal is to make TMB a pan-India bank. After the expansion of branch network in the southern states, we will focus on widening our footprint in the northern and eastern regions of the country. ASSIGNMENT II CISCO WORK CULTURE Today’s organizations face increasing demands for responsiveness, adaptability, innovation, speed, and responsible corporate citizenship. No organization can afford to dismiss the potential benefits of having a diverse and inclusive culture. So for Cisco, building an inclusive and diverse organization is an ongoing and essential business imperative. It truly believe it is their responsibility to: Empower our teams Eliminate biases Create an environment where everyone feels welcomed, valued, respected, and heard. Commitment They aim to provide employees with all the resources, programs, and training necessary to achieve their business goals. They have been giving everyone an opportunity to operate at their best selves, and provide their customers with the best and most innovative products and services. How They Are Structured By partnering with their business leaders, human resource organizations, and key stakeholders and constituents, they have built a holistic diversity framework that is embedded in every part of Cisco. They have constructed an Inclusion and Diversity Coalition, a global team that advises and supports Cisco executives at the function and region level. Along with established inclusion and diversity ambassadors, it includes advocates in the field. The team helps to accelerate program execution by reinforcing inclusion and diversity communication and expectations. Cisco’s employee engagement strategy: Cisco’s employee engagement strategy has yielded several benefits through the use of collaboration tools. For example, the quarterly company meeting has gone through a total transformation. In the past, Cisco held the company meetings in a physical location, usually a local convention center near the headquarters in San Jose, California. Today the quarterly company meetings are virtual. Through the use of video and collaboration technologies, employees globally can participate in these meetings and interact with senior executives through a live chat (using Cisco Jabber ® technology). The entire event is recorded (along with chat transcripts and other documents) and shared with all employees. This approach has increased employee participation and provided a new venue for rich interaction between employees and senior executives, all of which have boosted overall employee satisfaction. Cisco uses a virtual format for other events as well such as the annual global sales experien ce (20,000-plus attendees) and strategic leadership offsite (3000-plus senior leaders). More than ever employees are conscious of their health and wellness, while employers are looking for ways to provide employees with high-quality healthcare options while keeping their costs under control. Cisco opened a state-of-the-art HealthCenter in San Jose for employees and has followed with centers at other sites. Through the use of technologies such as HealthPresence ® and unified communications, Cisco employees have access to some of the best healthcare systems around the world ASSIGNMENT III 3 Model Component of Commitment About the Model: John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 â€Å"Human Resource Management Review.† The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for. The three components are: 1. Affection for your job (â€Å"affective commitment†). 2. Fear of loss (â€Å"continuance commitment†). 3. Sense of obligation to stay (â€Å"normative commitment†). We can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction. Let’s look at each of Meyer and Allen’s three types of commitment in greater detail. Affection for Your Job (Affective Commitment) Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You’ll most likely identify with the organization’s goals and values, and you genuinely want to be there. If you’re enjoying your work, you’re likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment. Fear of Loss (Continuance Commitment) This type of commitment occurs when you weigh up the pros and cons of leaving  your organization. You may feel that you need to stay at your company, because the loss you’d experience by leaving it is greater than the benefit you think you might gain in a new role. These perceived losses, or â€Å"side bets,† can be monetary (you’d lose salary and benefits); professional (you might lose seniority or role-related skills that you’ve spent years acquiring); or social (you’d lose friendships or allies). The severity of these â€Å"losses† often increases with age and experience. You’re more likely to experience continuance commitment if you’re in an established, successful role, or if you’ve had several promotions within one organization. Sense of Obligation to Stay (Normative Commitment) This type of commitment occurs when you feel a sense of obligation to your organization, even if you’re unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it’s the right thing to do. This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition. This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization. Note: These three types of commitment are not mutually exclusive. You can experience all three, or two of the three, in varying degrees. Applying the Model at our TMB: Affection for Your Job (Affective Commitment): We are very fortunate in having dedicated employees at all levels who have been energetic and working with untiring zeal for the good growth and prosperity of the institution for the past 92 years. The name and fame of the bank are in a large measure, due to the efficient and diligent service of the highly loyal staff members and officers. This has enabled the Bank to adopt the official motto â€Å"Totally Motivated Bank†. Most of the employees in TMB are committed towards our organization. This has been proven through the  profits earned and dividends paid to the stake holders. Without the positive commitment of affectionate this would not have been possible. In TMB, employees treat themselves to be a part of the family. With this unique feature TMBian’s move forward and make the organization goals and achieve great heights. Fear of Loss (Continuance Commitment): It’s important to do our best to grow affective commitment, and reduce our team’s reliance on continuance and normative commitment, so that we can lead a team of people who feel passionate for their roles. In TMB, we having some Team members with continuance commitment, which not only impact their growth but also impacting other Team enthusiastic employees, or even lower the morale of the organization. To encourage positive changes, we will link people’s goals with those of the team or organization. If appropriate, we align our team’s roles with their skills and interests, with techniques such as Job Crafting . It’s important to help people find purpose in their work, which will help them to come out from the above commitment. Sense of Obligation to Stay (Normative Commitment): In our organization, some officers from STEP programme feel a sense of normative commitment since our organization has invested a lot in their training and development. Since they have been contracted for 5 years, they could not able to switch job even if they got better opportunity. To overcome this we are likely to develop affective commitment through explaining them about their growth in this esteemed organization and make them to feel & experience positive emotions at their work. Further, we will encourage these people to thrive, and to enjoy the work that they’re doing. We make sure that we give praise regularly, and create a healthy workplace , so that these kind of people will be happy and productive. ASSIGNMENT IV Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The concept of â€Å"change management† is a familiar one in most businesses today. But, how  businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changi ng the shape of a block of ice Lewin’s Three-Step Model For Implementing Change Unfreeze: This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to start at its core – you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the â€Å"way things are done†, you put everyone and everything off balance. You may evoke strong reactions in people, and that’s exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won’t get the buy-in and participation necessary to effect any meaningful change. Change: After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do  things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve , focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the change s and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Refreeze: When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they aren’t sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you haven’t allowed the most recent changes to sink in? Change will be perceived as change for change’s sake, and the motivation required to implement new changes simply won’t be there. As part of the Refreezing process, make sure that you celebrate the success of the change – this helps people to find closure,  thanks them for enduring a painful time, and helps them believe that future change will be successful. Applying the model at TMB : At our bank we have followed the Lewin’s Three-Step Model while implementing our New Logo: Unfreeze: Even though our Bank has been established in 1921, the logo was set for the bank only in 1962. Since the logo was not competent to match to the current generation of banking and also not expressed the future face of the bank. It has been decided to change the Logo. After having various meetings with our stake holders, at last our Management got approval from our stake holders to change our logo. Our Management has started the process for changing the logo of our bank after 50 years. We are well aware that changing our established logo should be approached with a great deal of caution and forethought. Only a new logo design makeover (executed correctly) can infuse our company brand with new excitement, new blood. We are the leading private sector bank with strong development in modern banking and need a logo that is more in line with, and appealing to, our vision along with modern banking facilities. Change: After got approval from stakeholders, our bank started planning on designing the new logo which should express our vision along with modern banking facilities. The organization has ready to take risk by changing the Logo. The Dispel rumors by answering the questions asked by any one the openly and honestly and also relate the need for change back to operational necessities. Our organization has announced a contest among the staff members for creating a logo which should reflects our vision and Modern banking and also to make the staff involvement. Which made everyone feel that it’s a right time to change Logo of our bank and will give new face to our bank. Refreeze: With help of our all staff members our bank has designed a new log which described our vision and modern banking. The magenta-and-royal-blue combo is a colourful showcase of the brand’s illustrious past, where the inherent DNA of our bank – customer orientation & commitment to excellence takes center-stage. The complementary colours and the clear-cut typeface underline our bank’s new philosophy of staying in tune with the current generation. What holds the logo together and helps break the clutter is the clever play on the letter ‘M’. An amalgam of two upward arrows, ‘the Positive M’ clearly symbolizes our bank’s new promise – to be one step ahead of life. our New logo was created. On 03.05.2012, we have launched New Corporate Identity (New Logo) for our Bank in a grand function at Thoothukudi by our Managing Director & CEO in the august presence of all the Directors of our bank. Change of our New Logo was communicated to people through various medium of communication. The New logo has brought a strong believe from the public that, our bank not only a have a traditional type of banking but also have the Modern banking.

Apple Inc. Health and Safety Measures Research Paper

Apple Inc. Health and Safety Measures - Research Paper Example The company is not free of controversies as it has been criticized for its business practices, labor, practices and its own environmental practices, some of them revealing horrific experiences. Particularly, where touch screens are produced, campaigners reveal horrific injuries that say they suffered due to being exposed to deplorable working conditions in factories which are said to have led to some of the staff committing suicide in the last two years. Protests have been seen in areas such as outside a flagship store in Hong Kong as pictures have allegedly shown injuries suffered under terrible conditions as well in Hezhou, China. Recent complaints and campaign by SATCOM add on the many complaints that have been aired in relation to the ill-treatment of employees in the apple Smartphone producing companies in china. One of the assertions of SATCOM is that the employees are forced to work for long hours; 11 hours a day, seven days a week and with just a 24hour break at the end of th e month. The SATCOM activists assert that the factories making Apple iPads and iPhones in China resulted to asking employees to sign pledges not to commit suicide, (Keize, 2013). This was attributed to 14 workers committing suicide 16months after employment on the basis of poor working conditions and inhumane treatment in the factories.... ent in the factories (Daily Mail Reporter, 2013) In addition, interviews with 170 workers and supervisors in several Foxconn factories in Shenzen and Zhengshou show that punishments are the primary management tools in the factories as SACOM (Students and Scholars against Corporate Misbehavior) says the workers had often been told to clean toilets, sweep lawns and confessions pinned on the notice boards or red out to colleagues, The Foxconn campus dormitories retain their pathetic living conditions with 20-39 workers sharing three bedroom flats; sleeping eight in a room in bunk beds. The workers are also not allowed to use electric items such as kettles or laptops and as well not allowed to sit when working as standing is ascertained as a means to keep them nimble enough to do their work effectively and for long, as reported by The Guardian, (2012). Other complaints in the media concerning the employee and Apple products users’ welfare include a recent story in the newspapers c oncerning an attempt by Apple to replace chargers in UK after iPhone injuries were reported on the use of the chargers. This followed after massive reports of people serious injured from faulty phone chargers; the chargers were said to have exploded on the users’ face as they connected them for charging. For example, the report from china asserts that a woman suffered eye injuries after her iPhone exploded on her face while talking on the phone. This is an indication that Apple has been providing faulty products to consumers and are thus in a hurry to fix the problem by replacing the faulty chargers (Apple Inc. 2013). Another related issue is the resend lawsuit by a woman on Apple on the assertion that her iPhone exploded on her face. This occurred while lying on her bed with the iPhone beside

Asses the ministry to the poor of a historical evangelical leader of Essay

Asses the ministry to the poor of a historical evangelical leader of your choice (Martin Luther King jr) - Essay Example The triple evils of materialism, poverty and racism made up the philosophy of martin Luther in most of his speeches and sermons during his times. King was quoted saying that these three martliaism, poverty, and racism were all were all forms of violence that existed in merry round cycle. He always described them as the barriers to the existence of a unified credible society. To fight the triple evils king called for a nonviolent way he always encouraged the African Americans to have in mind the six principles of nonviolence . He further illustrates his call for peaceful resistance through the Kingian model of social actions stipulated in â€Å"six steps for nonviolent social change†. Martin Luther king had a very strong stance when it came to the famous triple evils taking on each at a time his publications and sermons. king was categorical about poverty describing issues like illiteracy, unemployment, hopelessness, mal-nutrition infant mortality as major effects of poverty ki ng is quoted in one of his sermons saying â€Å"nothing is strange about poverty but what is new is that we now have resources to get rid of it† king goes ahead to declare absolute war on poverty.... rs, king would later attend Boston University for his doctoral program in Boston where he met his future wife and they married in 1953.king moved to Montgomery Alabama where he started his preaching ministry at the Dexter Baptist church. Kings ministry involved the fight for the less privileged in the society a high percentage of kings congregation were poor Negroes. This would culminate to a political and civil process of fight against discrimination and racism. King would later remain true to his calling and head the biggest ever Negro association of the times pressing for better living standards for the black citizens. Martin Luther king’s philosophy The triple evils of materialism, poverty and racism made up the philosophy of martin Luther in most of his speeches and sermons during his times. King was quoted saying that these three martliaism, poverty, and racism were all were all forms of violence that existed in merry round cycle. He always described them as the barriers to the existence of a unified credible society. To fight the triple evils king called for a non violent way he always encouraged the African Americans to have in mind the six principles of non violence4. He further illustrates his call for peaceful resistance through the Kingian model of social actions stipulated in â€Å"six steps for non violent social change†. Martin Luther king had a very strong stance when it came to the in famous triple evils taking on each at a time his publications and sermons. king was categorical about poverty describing issues like illiteracy, unemployment, hopelessness, mal-nutrition infant mortality as major effects of poverty king is quoted in one of his sermons saying â€Å"nothing is strange about poverty but what is new is that we now have resources to get rid of

Motivation Essay Example | Topics and Well Written Essays - 1750 words

Motivation - Essay Example Most of these theories build on the work of Abraham Maslow conducted in the 1940's. His studies into human personality included attempts to understand motivation. He organized a list of five levels of motivation in order of importance from physiological through safety, love, and esteem to the top level of self-actualization. At the physiological level, people are concerned with obtaining their physical needs - food, air, water, and shelter. At the safety level, the concern shifts to protecting and supporting the family. While love can refer to the kind of romantic relationship most people think when they see the work, in Maslow's hierarchy of needs model it refers to the need to be accepted as a member of a group. Esteem and self-actualization may seem like the same thing, but esteem refers to having a sense of self-respect while self-actualization refers to the development of wisdom (Maslow, 1987). â€Å"Maslow’s ultimate conclusion that the highest levels of self-actualizat ion are transcendent in their nature may be one of his most important contributions to the study of human behavior and motivation† (Daniels, cited in Huitt, 2004). In most illustrations of this model, the various stages are represented as individual steps on a pyramid of possibility with physical needs at the base and self-actualization at the peak. The reason for this depiction is due to Maslow's belief that all of the elements in one level must be achieved before the individual can move on to the next level. It is important to have this history, because it forms the base upon which or against which later theorist worked. Working in the late 1950's and 1960's, Frederick Herzberg built his two-factor theory from Maslow's model trying to learn new ways to motivate employees. He discovered that employees were not motivated just by having their low-level needs met and suggested employers who wanted to improve performance should work to also address high-level motivators. â€Å"M otivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction† (Herzberg, Mausner & Snyderman, 1959). Although he renamed and grouped the levels into hygiene and motivator macro-levels, the same basic levels from Maslow can be discovered within as physiology and safety needs become hygiene and esteem and self-actualization become motivators. Organizations employing Herzberg's theory understand pay increases, bonuses, and other inducements related to the job intended to satisfy low-level needs will not motivate workers. Instead, just focusing on meeting these needs tends to encourage employees to seek employment elsewhere. Organisations such as Tesco base their operations on this theory, giving employees a chance to participate in decision-making, holding forums to gain employee input, and encouraging strong organisation-wide communication. These are all strat egies designed to meet high-level needs such as belonging, esteem,