Implications for the Improvement of Practice Research Proposal

Implications for the Improvement of Practice - Research Proposal Example It is critical for educationalists to distinguish between concerns connected to academic motivation and individual needs linked to students’ disabilities that are unrecognized by a range of classroom teachers. Accordingly, many talented special needs students have failed to realize their potentials. The underachievement of talented and gifted student has troubled both educators and parents. Frequently, special need students who demonstrate great academic potential fail to perform at a level commensurate with their capabilities. The underachieving special need students lack self-efficacy, self-regulation skills and goal-directedness (Siege & McCoach, 2001). In addition, some students that achieve less suffer from hidden or obvious disabilities. Moreover, others may underachieve in reaction to inappropriate educational conditions and environments. The number of underachieving special needs student presently remains unknown besides the academic gap between the number of such students with hidden talents and abilities. Subsequently, it is time for further study and inquiry in this topic so that special needs students that are underachieving can receive shifted focus and programmatic interventions. Also, it is mandatory to explore a number of reasons for high ability students’ underachievement if the educators are serious in assisting to combat underachievement amongst the special needs students. There is need for intensive investigation by practitioners to determine whether student’s underachievement stems from; (1) A mismatch between the student and his school environment; (2)A personal characteristic such as low self-motivation, low self-efficacy and low self-regulation; (3)More serious physical, emotional or cognitive issues. Accordingly, educators need to design appropriate intervention mechanisms that address the particular area of need depicted by the individual special need students. Educators must recognize the need to distinguish the interventions

Overview of Ancient Greece Essay Example for Free

Overview of Ancient Greece Essay Athens, Sparta, Alexander, the Parthenon and other ancient ruins are vivid reminders of Greece’s almost hallowed past. Greece is a mountainous land surrounded by over 1000 islands and almost completely circled by the Mediterranean Sea. The first farmers settled there in around about 7000 BC due to the ideal weather of hot dry summers and rain only in winter and soon developed into small independent communities cut off from each other by the mountains and often competing for the best land, because the fertile soil was in short supply. These small communities later developed into the city-states and each had a strong individual identity, although very little is known about these early settlers. The Bronze Age is considered the first historical period, and it was within this period that the early writing systems were developed. During the Bronze Age there were two great civilisations- the Minoans and Mycenaeans. The Bronze Age witnessed major social, economic, and technological advances that made Greece the main centre of activity in the Mediterranean; it was characterized by its rapid growth of population and development of trade. It was in the Bronze Age that metals were first used. The Minoan civilization was the first great civilisation of the Aegean world; it emerged around 3200 BC on the island of Crete. The rich Cretan soil produced oil, grain and wine in abundance. The Minoan’s were not Greek and may have originally come from western Asia as early as 6000 BC. The civilization grew wealthy through trade with countries such as Egypt, Asia Minor and the Levant. The Minoans were skilled artists and craftsmen, creating beautiful objects, their architecture reaching near perfection. The Minoans also ruled the other Aegean Islands and various cities on the mainland. New buildings constantly replaced the cave dwellings of the previous age. The great Minoan fleet ruled the Mediterranean, providing wealth to the island from trade and commerce as well as providing protection from any invaders. They were peaceful people with a love of life and equality between men and women. A major earthquake hit Crete around 1450 BC, causing large-scale destruction of the palaces; but the palaces were rebuilt soon afterwards and the Minoan civilization continued to flourish. Not everyone was as lucky as others to live in the palaces but whoever didn’t, then lived in small farmhouses. A new disaster hit Crete around 1450 BC, causing large-scale destruction to the palaces and settlements and resulting in the eventual demise of the great civilization. The Mycenaean civilization flourished on mainland Greece from around 1600 BC. It was a warlike society and weapons and armour have been found in their graves. Mycenae, city of Agamemnon, was one of several heavily fortified strongholds. They are also known for being great traders as they sailed far and wide. They traded with Egypt, Asia Minor, Italy and Cyprus. The Mycenaeans were very wealthy and archaeologists have uncovered many objects in gold, silver and ivory from their towns. Their writing system called ‘Linear B’ was adapted from a Minoan script. Unlike the Minoans, the Mycenaeans spoke Greek. Around 1250 BC the Mycenaeans started to build huge defensive walls around the major towns because they were under threat from foreign invaders. By 1200 BC the cities began to be abandoned or destroyed. 1100-700BC, after the collapse of the Mycenaean civilization, Greece was plunged into a Dark Age. The rich Mycenaean towns and palaces fell into decline or were destroyed, writing was no longer used and trade with other countries decreased dramatically. Although very little is known about this period it is thought the population of Greece became much smaller with people living in fewer and smaller settlements possibly due to famine and the depopulation. The Archaic Period was a time of great change in Greece from 700 -480 BC. Many cities like Athens, Corinth, Argos and Sparta, grew rich and powerful. Great temples to the gods were built in many places around Greece. The cities developed new ways to govern themselves. Many cities were ruled by kings or rich families. Others were ruled by a small group of people called an oligarchy. At the end of the 6th century BC, Athens developed a system in which many of its citizens helped to make the rules and decisions. This type of government was called democracy. Sparta invaded the neighbouring land of Messenia and forced most of its inhabitants into slavery. To make sure they could control such a large number of slaves, Sparta became a military society. Men and women were expected to be fit and strong. The men were forbidden to have jobs or trade because they were full-time soldiers. Many of the Greek cities joined together when faced with a common enemy. At the beginning of the 5th Century BC Greece was invaded twice by the Persians and even thought the Greeks were outnumbered they were still able to drive the invaders away from their land. From 323-31 BC, the Hellenistic Period was the time from the death of Alexander the Great to the beginning of the Roman Empire. The Greek world was now dominated by large kingdoms ruled by dynasties rather than individual city states. This was a time when Greek influence spread throughout a great deal of the world. The countries that Alexander had conquered adopted the Greek language, religion and styles of art often mixing them with local traditions. Greek towns with gymnasia, temples and theatres were built in all parts of the empire, even as far away as Afghanistan. The word politics come from the Greek word ‘polis’, meaning city-state or community. Greece was a collection of some 1500 separate communities scattered round the Mediterranean. Those cities that were not democracies were either oligarchies – where power was in the hands of the few richest citizens- or monarchies, called ‘tyrannies’ in cases where the sole ruler had complete power by force rather than inheritance. Of the democracies, the oldest, the most stable, the most long-lived, but also the most radical, was Athens. Athens was the first city to develop democracy. Democracy meaning that all the citizens had a say in how a state or city is governed. In Athens the people, who acquired power and freedom, drove out the tyrants. All decision is Athens had to be voted for by the majority of the people. The assembly was the main forum of political life. At least 6000 people had to be present for a meeting to take place. The assembly made important decisions, for example, whether or not to declare war. In times of war, decisions were made about the defence of the city by a group of ten military commanders called ‘strategoi’. These were elected annually and could be re-elected many times. However, not everyone in Athens was allowed to take part in the democracy. Only male citizens had the right to vote. This meant that women and children could not take part in the government. An Ancient Greek soldier was known as a Hoplite. He had to provide his own weapons and armour. A hoplite’s weapons and armour were very simple and left large areas of the body unprotected, but worked well when he fought in a phalanx. The hoplite’s armour consisted of; a bronze helmet with long nose guard and cheek guards, bronze cuirass (breastplate) designed to protect the top part of the body, large shield to protect the body and bronze greaves (leg guards) to protect the lower part of the legs. A hoplite’s weapons were a long spear and short sword. The ancient Greeks believed that there were a great number of god’s and goddesses. They believed that all the gods were descendants of Gaia (the earth) and Uranos (the sky). These gods had control over many different things on earth. In many ways the Greek gods were very human. They could be kind or mean, angry or pleasant, cruel or loving. They fell in love with each other, argued with each other, argued with each other and even stole from each other! The ancient Greeks built great temples and sanctuaries to their gods. They held festivals in their honour, with processions, sports, sacrifices and competitions. Religion played a large part in the lives of ordinary people. Worshippers believed that the gods would treat them well and meet their needs if they offered the fruits of the harvest and animal sacrifices. Stories of the god’s lives were told to children by their mothers and to large audiences by professional storytellers. One key individual of Greece was Alexander the Great. The story of his life sounded more like that of a Greek hero. He was a great military leader and courageous. Many thought he was a descendant of Hercules and another legend claimed he was the son of Zeus. His loyal army would follow him anywhere and he won the respect of the people he conquered. He died aged 33 thousands of miles from home in Macedon with an enormous empire. Another individual was Homer. He was a storyteller and a poet who lived sometime in the 8th century BC. He was greatly admired and created two of the most popular and enduring stories ever told, The Iliad and the Odyssey. Homer’s stories about Mycenae are still told today and reflect real incidents of war, battles and sieges. Drama and theatre were Greek inventions. They held great festivals where plays were performed. At the end of the festival they would choose one of the plays as the winner. The two main types of play performed were tragedy and comedy. Tragedies dealt with terrible events like war or murder. Often they recreated famous Greek myths and legends. A comedy poked fun at current events and people. Many thousands of people would attend these festivals which were dedicated to the god Dionysus.

Managing Change in Small Organisations

Managing Change in Small Organisations 1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synonymous with hostility, intrigue deadlines, polarization, conflict, and impatience, many problems which are likely to frustrate and undermine the success of his bakery. Basically, resistance to change is built up from many sources; internal and external. Overcoming resistance to change requires first the identification of those sources. Therefore, the owner of the bakery â€Å"El-Bahdja† is looking for an expert or professional advice in the field to help managing change effectively. Hence, as this topic is part of the international business and management studies, the owner asked me to do some research on this matter. Ultimately, this research is divided into two major chapters, first; the literature part that discusses the main topic theoretically, it starts off by mentioning the general sources that fuels the resistance to change, then it goes on with hofdstedes point of view on resistance of change based on cultural differences and it concludes by describing the steps of managing change effectively and it concludes with. The second major chapter is the analysis of the findings from the primary data that have been collected through interviews with owners and employees from the bakery El-Bahdja and owners from other bakeries. Finally this paper is closed by recommendations for the owner of the bakery El-Bahdja on how to overcome resistance to change and how to manage change. 1.1 Research objective Many companies in North Africa particularly in Algeria are making loss and could not improve the quality of their business due to the habit of following common procedures and the high consideration of sunk costs invested in the status quo and fear of new ideas. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. This fear creates resistance to change in the Algerian bakery industry Therefore, this research focuses on finding the elements that fuel the resistance to change in the Algerian bakeries and specifically the bakery â€Å"El Bahdja† that produces and delivers all kind of bread and pastries. The owner of the Algerian Bakery â€Å"El-Bahdja† is an old man and has been in the business since 1967. The owner is facing the closing down due to lack of managing change skills in the bakery and the high resistance from the employees to change. The main objective of this research is to provide the owner of the bakery â€Å"El-Bahdja† with guidance to effectively managing change when it is in the process of the implementation. 1.2 Research questions To provide guidance on how to manage changes for the owner of the bakery â€Å"El-Bahdja† it is essential first to find answers to the following research questions. â€Å"Does Algerian culture welcome changes† â€Å"Why most Algerian employers and employees resist changing?† â€Å"What are the external factors that prevent Algerian employers and employees from changing?† â€Å"How do Algerian employers and employees manage change when applying the new ideas?† 1.3 Methodology This study is based on both primary and secondary data that help in understanding the causes of resistance to change from both the Algerian owners and their employees: Secondary data collection: this method studies the previous cases that have already been written about and find the similarities between the cases. This method is very helpful in collection data from different cultures that share the same fact which is fear of new ideas that have direct effect on their traditional way of doing business. Therefore, the resources of the secondary data collection are mainly from books, journals, and internet. Primary data: a very crucial data and plays a big role in making final decision. The primary data which is better called direct communication or field research, on other word; facing people and have them interviewed. The objective of this method is to collect factual data that helps in answering the research questions of this study and this after interviewing people from the same field on the main topic. Reflection on the research methodology: the methods followed for collecting data are linked together. The secondary data helps understand the theoretical concepts that have been concluded from previous cases and compare them to the new facts. In this method; the 7s model of McKinsey, the theory versus the real world by Jeff Hiatt and Arab identity by Halim Barakat are used as starting point for facing organizational change in Algeria. The primary data is basically the tangible evidence for decision makers, observing and interviewing people are the major tools to be used in collecting data for this study. Reliability and validity of data are the essential axes of this method. Therefore, the interviews take place specifically with owners of bakeries and their employees in Algeria and in the Netherlands for comparison to see whether culture differences is a matter for resisting changing. 2.1 Why managing change? â€Å"Change is believed to happen Changes are fact and every person is subject to these changes. People faces changes regularly in their life or in their workplace, part of them deal with these changes successfully and the other part fail to adjust to change. In the life, for instance a family with children; parents believe that children are subject to changes and may change to better or to the opposite that parents plan for them, however these changes would not affect the family as a whole but the person himself. Nevertheless, in a business changes there are two ways and no third, successfully manage change or failure. In organization whether you are an executive, supervisor, coach, consultant, project team leader or manager of any type where your job is to manage people, you likely have experienced resistance to change from employees. However you may not recognize the role that you can play in preventing that resistance and leading change. Many managers do not make this connection until they have personally experience failure in an important change project (Jeff Hiat, Timothy J. Creasey 2003) When asking people after this failure what would you do differently if you had the chance to do it again? The common response would be using an effective and planned change management program. The question to be risen here is whether this program is sufficient enough to prevent resistance to change from happening in the first place and deal with people emotions and pursue them to change. The real barrier to success is a lack of change management and not management program. Some people do not lack of vision or an understanding of the marketplace but they feel simply short when managing the people side of change. In other words, things did not go exactly as planned. The unexpected happened. Not managing the people side of change impacts the success and introduces risk into the business (Jeff Hiat, Timothy J. Creasey 2003) Change management skills have shown that is not only mitigates these business risks, but also can avoid them entirely. Business leaders have change management skills to not only manage resistance once it appears, but to prevent it from occurring. 2.2 Change and the manager â€Å"Change needs to be portrayed in positive terms, a necessity to ensure long term survival (Robert A Poton, James McCalman, 2008)† Organizations and their managers must recognize change, in itself, is not necessarily a problem. The problem more often than not is a less than competent management o the change situation (Rob Paton, James McCalman, 2008). Managers must realize that one cannot separate strategic change management from organizational strategy; both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that motivators are built into new processes and structures (Forlaron, 2005). i) Change competency: â€Å"Change is part of the businesss philosophy† â€Å"The successful organization is the organization that understand change will occur, expect it and support the change during implementation (Jeff Hiat, 2003) An organization that faces constant demands to change and uses effective management over and over with each new initiative may experience a fundamental shift in its operations and the behavior of its employees. Sponsors begin to repeat activities that made last change successful. Managers develop skills to support employees through the change. Employees see part of their job as navigating these new changes. Each level in the organization will have internalized its role in change and developed the skills and knowledge necessary to react to constant change. The organization has become ready and able to embrace change; it has developed change competency (Jeff Hiat, Timothy J. Creasey, 2003). However, building change competency is not paved with flowers; it requires a belief that change is now an ever-present feature of organizational life (Burnes, 2004). Change competency is similar to change management, but there are several key distinction. First, change management is ultimately the use of specific activities like communication, coaching, sponsorship and training; to realize successful outcomes with business changes. Change competency is not a specific activity; it is an organizations ability to react to change over and over again Second, while change management can be taught and learned, change competency requires a fundamental shift in culture and values. It must be simply part of day-to-day operations and cannot be simply demonstrated in training or instructional material. Third, change competency must penetrate every facet and level of the organization. This distinction especially relates to the front-line employee. An organization may have expertise in change management in its sponsors, consultants and change management. However, the front-line employees are the ones whose day-to-day activities are changing. To build change competency into the organization, you can take the first step by ensuring that solid change management practices are applied consistently for each change initiative. The second step is to begin building the following competencies into your organization (Jeff Hiat, Timothy J. Creasey, 2003) ii) Change and Human Resource Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduce resource base. The key success in such moves has been the mobilization of the human resource (Pettigrew and Whipp, 1993). 2.3 Managing resistance once it appears â€Å"Believing in changes to be happening is a key principle to reducing resistance to change† People are often afraid of new ideas. They may feel threatened by new ideas and fear that they will not be able to cope with a change in working patterns that is demanded of them or that they will not understand how to use a new technology; example of that many older people are afraid of materials that they are not able to handle and may make them calling the technician every moment (Tony proctor 2005). The fear of new ideas is a natural feeling; people live with this fear and it not a bad manner. Fear of new ideas becomes negative when is surrounded with sources that increase the tension of fear that leads to high level of resistance and consequently aggravation of the failure of any project. Change more often than not produces suspicions and resistance. To many it implies a move from familiar ways-mastered over long periods of time- to an unknown and threatening environment. In order to deal effectively with resistance to change, people must understand its causes (Jack Rabin, Marcia B. Steinhauer, 1988). Lawrence and Greiner 1970, identify the main sources that feed the resistance of change. Fear of the unknown, lack of information, threats of status, fear of failure, and lack of perceived benefits. Regarding the first group of sources of resistance, change starts with the perception of its need, so a wrong initial perception is the first barrier to change. This first group is called ‘distorted perception, interpretation barriers and vague strategic priorities (Pardo del Val, Manuela Martà ­nez Fuentes). It includes: (a) Inability of the company to look into the future with clarity (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995); (b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992; Rumelt, 1995; Starbuck et al., 1978); (c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the situation has changed (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995; Zeffane, 1996); (d) Implicit assumptions, which are not discussed due to its implicit character and therefore distort reality (Starbuck, Greve and Hedberg, 1978); (e) Communication barriers, that leads to information distortion or misinterpretations (Hutt et al., 1995); (f) Organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information (Morrison and Milliken, 2000; Nemeth, 1997). The second main group of sources of resistance deals with a low motivation for change. Five fundamental sources: (a) Direct costs of change (Rumelt, 1995); (b) cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); (c) Cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); (d) Past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and (e) Different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998). The lack of a creative response is the third set of sources of resistance. There are three main reasons that diminish the creativeness in the search for appropriate change strategies: (a) Fast and complex environmental changes, which do not allow a proper situation analysis (Ansoff, 1990; Rumelt, 1995); b) Reactive mind-set, resignation, or tendency to believe that obstacles are inevitable (Rumelt, 1995); and (c) Inadequate strategic vision or lack of clear commitment of top management to changes (Rumelt, 1995; Waddell and Sohal, 1998). Taking into consideration all those sources of resistance mentioned above can reverse the situation into preventing resistance in the first place. Cultural web: Cultures differ from each other in their resistance to change. The strongest resistance to change characterizes of high power distance, low individualism, and high uncertainty avoidance. Among these cultures are most Latin American countries, Portugal and Korea, followed by Japan, France, Spain, Greece, Turkey, and Arab countries. Cultures with low levels of resistance to change are low on power distance, high on individualism, and low on uncertainty avoidance. This category includes the Anglo countries, Nordic countries, and the Netherlands, followed by Singapore, Hong Kong, and South Africa (Harzig and Hofdestede, 1996 2.4 Making sense of change management â€Å"7S model of McKinsey†: The Mckinsey 7S model defines the seven components that encompass an organization and that by changing any one of the S components there is impact on the other S components. This model is such a conceptual aid by acting as good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the effects of these changes in other parts of the system (Mike Green, 2007) The 7s categories are: Staff important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. This component helps to determine how committed resources to make it all work? Skills distinctive capabilities, knowledge and experience of key people. The role of this component is to identify how ready and competent are the staff based on where the organization is heading? Systems processes, IT systems, HR systems, knowledge management systems. In other words, what are the suitable systems to be used to support the transition? Style management style and culture. How we are getting from here to there? Shared values guiding principles that make the organization what it is. Strategy organizational goals and plan, use of resources. Briefly is where are we transitioning to? Structure the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. â€Å"The Mckinsey 7S model provides an effective framework for analyzing an organization and its activities that determine whether an organization is strong enough to adjust to any changes. Furthermore, this model helps in avoiding some of the sources that feed resistance to change in the first place† 2.5 Five steps for effective change process (Thomas and Christopher, 2008) Step 1:Motivating change: â€Å"Moving from the known to the unknown† Organizational change involves moving from the known to the unknown. The future is uncertain and may adversely affect peoples competencies, worth, and coping abilities. Organization members generally do not support change unless compelling reasons convince them to do so. A key issue in planning for action is how to motivate commitment to organizational change. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for change: peoples readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. Generally people and organization need to experience deep levels of hurt before they will seriously undertake meaningful change. The following three methods can help generate sufficient dissatisfaction to produce change: Sensitize organizations to pressures for change. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Organizations can make themselves more sensitive to pressures for change by encouraging leadership to surround themselves with devils advocate; for instance by cultivating external networks that comprise people or organizations with different perspectives and views; by visiting other organizations to gain exposure to new ideas and methods. Reveal discrepancies between current and desired states. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideas. A major diagnosis is to provide members with feedback about current organizational functioning so that the information can be compared with goals or desired future states. Convey credible positive expectations for the change. When organization members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key success to achieving these positive effects if to communicate realistic, positive expectations about the organizational changes*. Research suggests that information about why the change is occurring, how it will benefit the organization, and how people will be involved in the design and implementation of the change was most helpful.* Overcoming Resistance to change: At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate. Empathy and support. A first step in overcoming resistance is learning how people are experiencing change. This strategy identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it. Communication. People resist change when they are uncertain about its consequences. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. Effective communication about changes and their likely results can reduce this speculation and allay unfounded fears. Participation and innovation. Involvement in planning the change increases the likelihood that members interests and needs will be accounted for during the intervention. Consequently, participants will be committed to implementing the changes. They also can identify pitfalls and barriers to implementations. STEP 2: CREATING A VISION The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Generally, a vision describes the core values and purpose that guide the organization as well as an envisioned future toward which change is directed. It provides a valued direction for designing, implementing, and assessing organizational changes. The vision also can energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort. Research suggests that compelling visions are composed of two parts: (1) a relatively stable core ideology that describes the organizations core values and purpose, and (2) an envisioned future with bold goals and a vivid description of the desired future state that reflects the specific change under consideration Step 3: DEVELOPING POLITICAL SUPPORT Managing the political dynamics of change includes the following activities: Assessing Change Agent Power. Greiner and Schein 1988, indentified three key sources of personal power in organizations (in addition to ones formal position); knowledge, personality, and others support. Knowledge bases of power include having expertise that is valued by others and controlling important information. For example, leaders in organizational units undergoing change can call on their informal networks for resources and support, and encourage subordinates to exercise power in support of the change. Identifying Key Stakeholders. This can start with simple question. †who stands to gain or to lose from the changes? Once stakeholders are identified, creating a map of their influence may be useful. Consequently, provides change agents with information about which people groups need to be influenced to accept and support the changes. Influencing Stakeholders. There are three major strategies for using power to influence others in organization development; First strategy is playing straight; this strategy involves determining of particular stakeholders and presenting information about how the changes can benefit them. The success of this strategy relies heavily on the change agents knowledge base. He or she must have the expertise and information to persuade stakeholders that the changes are a logical way to meet their needs. The second strategy is using social network; in this strategy change agents attempt to use their social relationships to gain support for changes. This social networking might include, for example, meeting with other powerful groups and forming alliances to support specific changes. This strategy also might include using informal contacts to discover key roadblocks to change and to gain access to major decision makers who need to sanction the changes. The third strategy is going around the formal system; the change agents charisma, reputations, or professional credibility lend legitimacy to going around the system and can reduce the likelihood of negative reprisals. For example, managers with reputations as winners often can bend the rules to implement organizational changes. However, this power strategy is relatively easy to abuse. Therefore; the OD practitioners should consider carefully the ethical issues and possible unintended consequences of circumventing formal policies and practices. Step 4: MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organizations change goals and priorities. Commitment planning this activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5: SUSTAINING MOMENTUM Once organization changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them. A strong tendency exists always among organization members to return to old behaviors and well-known processes unless they receive sustained support and reinforcement for carrying the changes through to completion. The following five activities can help to sustain momentum for carrying change through to completion: Providing resources for change. Additional financial and human resources are required for implementing organization change, particularly if the organization continues day-to-day operations while trying to change itself. Extra sources are always helpful to provide a buffer as performance drops during the transition period. Building a support system for change agents. Organization change can be difficult and filled with tension, not only for participants but for change agents as well. A support system typically consists of a network of people with whom the change agent has close personal relationships people who can give emotional support, serve as sounding board for ideas and problems, and challenge untested assumptions. Developing new competencies and skills, reinforcing new behaviors, and staying the course. In organizations people generally do things that bring them rewards. Consequently, one of the most effective ways to sustain momentum for change is to reinforce the kinds of behaviors needed to implement the changes through for instance informal recognition, encouragement, and praise. Staying the course. If the organization changes again too quickly or abandons the changes before it is fully implemented, the desired results may never materialize. There are two primary reasons that managers do not keep a steady focus on change implementation. First, many managers fail to anticipate the decline in performance, productivity, or satisfaction as change is implemented. Organization members need time to practice, develop, and learn new behaviors; they do not abandon old ways of doing things and adopt a new set of behaviors overnight. Second, many managers do not keep focused on a change because they want to implement the next big idea that comes along. Successful organizational change requires persistent leadership that does not waver unnecessarily. References Books and articles Ansoff, I.H. (1990), â€Å"Implanting Strategic Management† Prentice Hall International, Ltd. London Cynthia D. Scott, Dennis T. Jaffe. (2003), â€Å"Managing change at work: leading people through organizational transitions†, edit 3 Greiner, L.E. (1972), â€Å"Evolution and revolution as organizations grow† Harvard Business Review, pp. 37-46. Greiner, L E and Schein, V E. (1988), â€Å"Power and Organization Development: Mobilizing power to change†, Reading, MA: Addison Wesley Halim Barakat. (1993), â€Å"The Arab world: society, culture, and state† Berkeley, Calif.: University of California Press, Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) â€Å"Hurdle the Cross-Functional Barriers to Strategic Change† Sloan Management Review, 36 (3), pp. 22-30. Jack Rabin, Marcia B. Steinhauer. (1988), â€Å"Handbook on human services administration† Public Administration and Public Policy/34, pp. 305 Krà ¼ger, W. (1996), â€Å"Implementation: The Core Task of Change Management† CEMS Business Review, 1, pp. 77-96. Lawrence, P.R. (1954), â€Å"How to Deal with Resistance to Change† Harvard Business Review, (May/June), pp. 49-57. Mike Green. (2007), â€Å"Change management masterclass: a step by step guide to successful change†. Tony Proctor. (2005), â€Å"Creative problem solving for managers: developing skills for decision making†. Edition 2, pp. 241 Pardo Del Val, Manuela Martà ­nez Fuentes â€Å"RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL†, p. 5-7 Rob Paton, James McCalman. (2008), â€Å"Change Management: A Guide to Effective Implementation†, edition 3, pp. 39-54 Rumelt, R.P. (1995), â€Å"Inertia and transformation†, in Montgomery, C.A., Resource-Based and Evolutionary Theories of the Firm, Kluwer Academic Publishers, Massachusetts, pp. 101-132. Rusell Tobin. (1999), â€Å"Overcoming resistance to change†, Second Edition, pp. 142 Starbuck, W., Greve, A. and Hedberg, B.L.T. (1978) â€Å"Responding to crisis†, Journal of Business Administration, 9 (2), pp. 111-137. Thomas G. Cummings, Christopher G. Worley. (2008), â€Å"Organization development change†, Edition 9, pp. 165-182 Waddell, D. and Sohal, A.S. (1998), â€Å"Resistance: a constructive tool for change management†, Management Decision, 36 (8), pp. 543-548. Zeffane, R. (1996), â€Å"Dynamics of strategic change: critical issues in fostering positive organizational change†, Leadership Organization Development Journal, 17, pp. 36-43. Websites: http://www.explorehr.org/articles/Orga Managing Change in Small Organisations Managing Change in Small Organisations 1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synonymous with hostility, intrigue deadlines, polarization, conflict, and impatience, many problems which are likely to frustrate and undermine the success of his bakery. Basically, resistance to change is built up from many sources; internal and external. Overcoming resistance to change requires first the identification of those sources. Therefore, the owner of the bakery â€Å"El-Bahdja† is looking for an expert or professional advice in the field to help managing change effectively. Hence, as this topic is part of the international business and management studies, the owner asked me to do some research on this matter. Ultimately, this research is divided into two major chapters, first; the literature part that discusses the main topic theoretically, it starts off by mentioning the general sources that fuels the resistance to change, then it goes on with hofdstedes point of view on resistance of change based on cultural differences and it concludes by describing the steps of managing change effectively and it concludes with. The second major chapter is the analysis of the findings from the primary data that have been collected through interviews with owners and employees from the bakery El-Bahdja and owners from other bakeries. Finally this paper is closed by recommendations for the owner of the bakery El-Bahdja on how to overcome resistance to change and how to manage change. 1.1 Research objective Many companies in North Africa particularly in Algeria are making loss and could not improve the quality of their business due to the habit of following common procedures and the high consideration of sunk costs invested in the status quo and fear of new ideas. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. This fear creates resistance to change in the Algerian bakery industry Therefore, this research focuses on finding the elements that fuel the resistance to change in the Algerian bakeries and specifically the bakery â€Å"El Bahdja† that produces and delivers all kind of bread and pastries. The owner of the Algerian Bakery â€Å"El-Bahdja† is an old man and has been in the business since 1967. The owner is facing the closing down due to lack of managing change skills in the bakery and the high resistance from the employees to change. The main objective of this research is to provide the owner of the bakery â€Å"El-Bahdja† with guidance to effectively managing change when it is in the process of the implementation. 1.2 Research questions To provide guidance on how to manage changes for the owner of the bakery â€Å"El-Bahdja† it is essential first to find answers to the following research questions. â€Å"Does Algerian culture welcome changes† â€Å"Why most Algerian employers and employees resist changing?† â€Å"What are the external factors that prevent Algerian employers and employees from changing?† â€Å"How do Algerian employers and employees manage change when applying the new ideas?† 1.3 Methodology This study is based on both primary and secondary data that help in understanding the causes of resistance to change from both the Algerian owners and their employees: Secondary data collection: this method studies the previous cases that have already been written about and find the similarities between the cases. This method is very helpful in collection data from different cultures that share the same fact which is fear of new ideas that have direct effect on their traditional way of doing business. Therefore, the resources of the secondary data collection are mainly from books, journals, and internet. Primary data: a very crucial data and plays a big role in making final decision. The primary data which is better called direct communication or field research, on other word; facing people and have them interviewed. The objective of this method is to collect factual data that helps in answering the research questions of this study and this after interviewing people from the same field on the main topic. Reflection on the research methodology: the methods followed for collecting data are linked together. The secondary data helps understand the theoretical concepts that have been concluded from previous cases and compare them to the new facts. In this method; the 7s model of McKinsey, the theory versus the real world by Jeff Hiatt and Arab identity by Halim Barakat are used as starting point for facing organizational change in Algeria. The primary data is basically the tangible evidence for decision makers, observing and interviewing people are the major tools to be used in collecting data for this study. Reliability and validity of data are the essential axes of this method. Therefore, the interviews take place specifically with owners of bakeries and their employees in Algeria and in the Netherlands for comparison to see whether culture differences is a matter for resisting changing. 2.1 Why managing change? â€Å"Change is believed to happen Changes are fact and every person is subject to these changes. People faces changes regularly in their life or in their workplace, part of them deal with these changes successfully and the other part fail to adjust to change. In the life, for instance a family with children; parents believe that children are subject to changes and may change to better or to the opposite that parents plan for them, however these changes would not affect the family as a whole but the person himself. Nevertheless, in a business changes there are two ways and no third, successfully manage change or failure. In organization whether you are an executive, supervisor, coach, consultant, project team leader or manager of any type where your job is to manage people, you likely have experienced resistance to change from employees. However you may not recognize the role that you can play in preventing that resistance and leading change. Many managers do not make this connection until they have personally experience failure in an important change project (Jeff Hiat, Timothy J. Creasey 2003) When asking people after this failure what would you do differently if you had the chance to do it again? The common response would be using an effective and planned change management program. The question to be risen here is whether this program is sufficient enough to prevent resistance to change from happening in the first place and deal with people emotions and pursue them to change. The real barrier to success is a lack of change management and not management program. Some people do not lack of vision or an understanding of the marketplace but they feel simply short when managing the people side of change. In other words, things did not go exactly as planned. The unexpected happened. Not managing the people side of change impacts the success and introduces risk into the business (Jeff Hiat, Timothy J. Creasey 2003) Change management skills have shown that is not only mitigates these business risks, but also can avoid them entirely. Business leaders have change management skills to not only manage resistance once it appears, but to prevent it from occurring. 2.2 Change and the manager â€Å"Change needs to be portrayed in positive terms, a necessity to ensure long term survival (Robert A Poton, James McCalman, 2008)† Organizations and their managers must recognize change, in itself, is not necessarily a problem. The problem more often than not is a less than competent management o the change situation (Rob Paton, James McCalman, 2008). Managers must realize that one cannot separate strategic change management from organizational strategy; both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that motivators are built into new processes and structures (Forlaron, 2005). i) Change competency: â€Å"Change is part of the businesss philosophy† â€Å"The successful organization is the organization that understand change will occur, expect it and support the change during implementation (Jeff Hiat, 2003) An organization that faces constant demands to change and uses effective management over and over with each new initiative may experience a fundamental shift in its operations and the behavior of its employees. Sponsors begin to repeat activities that made last change successful. Managers develop skills to support employees through the change. Employees see part of their job as navigating these new changes. Each level in the organization will have internalized its role in change and developed the skills and knowledge necessary to react to constant change. The organization has become ready and able to embrace change; it has developed change competency (Jeff Hiat, Timothy J. Creasey, 2003). However, building change competency is not paved with flowers; it requires a belief that change is now an ever-present feature of organizational life (Burnes, 2004). Change competency is similar to change management, but there are several key distinction. First, change management is ultimately the use of specific activities like communication, coaching, sponsorship and training; to realize successful outcomes with business changes. Change competency is not a specific activity; it is an organizations ability to react to change over and over again Second, while change management can be taught and learned, change competency requires a fundamental shift in culture and values. It must be simply part of day-to-day operations and cannot be simply demonstrated in training or instructional material. Third, change competency must penetrate every facet and level of the organization. This distinction especially relates to the front-line employee. An organization may have expertise in change management in its sponsors, consultants and change management. However, the front-line employees are the ones whose day-to-day activities are changing. To build change competency into the organization, you can take the first step by ensuring that solid change management practices are applied consistently for each change initiative. The second step is to begin building the following competencies into your organization (Jeff Hiat, Timothy J. Creasey, 2003) ii) Change and Human Resource Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduce resource base. The key success in such moves has been the mobilization of the human resource (Pettigrew and Whipp, 1993). 2.3 Managing resistance once it appears â€Å"Believing in changes to be happening is a key principle to reducing resistance to change† People are often afraid of new ideas. They may feel threatened by new ideas and fear that they will not be able to cope with a change in working patterns that is demanded of them or that they will not understand how to use a new technology; example of that many older people are afraid of materials that they are not able to handle and may make them calling the technician every moment (Tony proctor 2005). The fear of new ideas is a natural feeling; people live with this fear and it not a bad manner. Fear of new ideas becomes negative when is surrounded with sources that increase the tension of fear that leads to high level of resistance and consequently aggravation of the failure of any project. Change more often than not produces suspicions and resistance. To many it implies a move from familiar ways-mastered over long periods of time- to an unknown and threatening environment. In order to deal effectively with resistance to change, people must understand its causes (Jack Rabin, Marcia B. Steinhauer, 1988). Lawrence and Greiner 1970, identify the main sources that feed the resistance of change. Fear of the unknown, lack of information, threats of status, fear of failure, and lack of perceived benefits. Regarding the first group of sources of resistance, change starts with the perception of its need, so a wrong initial perception is the first barrier to change. This first group is called ‘distorted perception, interpretation barriers and vague strategic priorities (Pardo del Val, Manuela Martà ­nez Fuentes). It includes: (a) Inability of the company to look into the future with clarity (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995); (b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992; Rumelt, 1995; Starbuck et al., 1978); (c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the situation has changed (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995; Zeffane, 1996); (d) Implicit assumptions, which are not discussed due to its implicit character and therefore distort reality (Starbuck, Greve and Hedberg, 1978); (e) Communication barriers, that leads to information distortion or misinterpretations (Hutt et al., 1995); (f) Organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information (Morrison and Milliken, 2000; Nemeth, 1997). The second main group of sources of resistance deals with a low motivation for change. Five fundamental sources: (a) Direct costs of change (Rumelt, 1995); (b) cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); (c) Cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); (d) Past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and (e) Different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998). The lack of a creative response is the third set of sources of resistance. There are three main reasons that diminish the creativeness in the search for appropriate change strategies: (a) Fast and complex environmental changes, which do not allow a proper situation analysis (Ansoff, 1990; Rumelt, 1995); b) Reactive mind-set, resignation, or tendency to believe that obstacles are inevitable (Rumelt, 1995); and (c) Inadequate strategic vision or lack of clear commitment of top management to changes (Rumelt, 1995; Waddell and Sohal, 1998). Taking into consideration all those sources of resistance mentioned above can reverse the situation into preventing resistance in the first place. Cultural web: Cultures differ from each other in their resistance to change. The strongest resistance to change characterizes of high power distance, low individualism, and high uncertainty avoidance. Among these cultures are most Latin American countries, Portugal and Korea, followed by Japan, France, Spain, Greece, Turkey, and Arab countries. Cultures with low levels of resistance to change are low on power distance, high on individualism, and low on uncertainty avoidance. This category includes the Anglo countries, Nordic countries, and the Netherlands, followed by Singapore, Hong Kong, and South Africa (Harzig and Hofdestede, 1996 2.4 Making sense of change management â€Å"7S model of McKinsey†: The Mckinsey 7S model defines the seven components that encompass an organization and that by changing any one of the S components there is impact on the other S components. This model is such a conceptual aid by acting as good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the effects of these changes in other parts of the system (Mike Green, 2007) The 7s categories are: Staff important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. This component helps to determine how committed resources to make it all work? Skills distinctive capabilities, knowledge and experience of key people. The role of this component is to identify how ready and competent are the staff based on where the organization is heading? Systems processes, IT systems, HR systems, knowledge management systems. In other words, what are the suitable systems to be used to support the transition? Style management style and culture. How we are getting from here to there? Shared values guiding principles that make the organization what it is. Strategy organizational goals and plan, use of resources. Briefly is where are we transitioning to? Structure the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. â€Å"The Mckinsey 7S model provides an effective framework for analyzing an organization and its activities that determine whether an organization is strong enough to adjust to any changes. Furthermore, this model helps in avoiding some of the sources that feed resistance to change in the first place† 2.5 Five steps for effective change process (Thomas and Christopher, 2008) Step 1:Motivating change: â€Å"Moving from the known to the unknown† Organizational change involves moving from the known to the unknown. The future is uncertain and may adversely affect peoples competencies, worth, and coping abilities. Organization members generally do not support change unless compelling reasons convince them to do so. A key issue in planning for action is how to motivate commitment to organizational change. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for change: peoples readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. Generally people and organization need to experience deep levels of hurt before they will seriously undertake meaningful change. The following three methods can help generate sufficient dissatisfaction to produce change: Sensitize organizations to pressures for change. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Organizations can make themselves more sensitive to pressures for change by encouraging leadership to surround themselves with devils advocate; for instance by cultivating external networks that comprise people or organizations with different perspectives and views; by visiting other organizations to gain exposure to new ideas and methods. Reveal discrepancies between current and desired states. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideas. A major diagnosis is to provide members with feedback about current organizational functioning so that the information can be compared with goals or desired future states. Convey credible positive expectations for the change. When organization members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key success to achieving these positive effects if to communicate realistic, positive expectations about the organizational changes*. Research suggests that information about why the change is occurring, how it will benefit the organization, and how people will be involved in the design and implementation of the change was most helpful.* Overcoming Resistance to change: At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate. Empathy and support. A first step in overcoming resistance is learning how people are experiencing change. This strategy identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it. Communication. People resist change when they are uncertain about its consequences. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. Effective communication about changes and their likely results can reduce this speculation and allay unfounded fears. Participation and innovation. Involvement in planning the change increases the likelihood that members interests and needs will be accounted for during the intervention. Consequently, participants will be committed to implementing the changes. They also can identify pitfalls and barriers to implementations. STEP 2: CREATING A VISION The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Generally, a vision describes the core values and purpose that guide the organization as well as an envisioned future toward which change is directed. It provides a valued direction for designing, implementing, and assessing organizational changes. The vision also can energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort. Research suggests that compelling visions are composed of two parts: (1) a relatively stable core ideology that describes the organizations core values and purpose, and (2) an envisioned future with bold goals and a vivid description of the desired future state that reflects the specific change under consideration Step 3: DEVELOPING POLITICAL SUPPORT Managing the political dynamics of change includes the following activities: Assessing Change Agent Power. Greiner and Schein 1988, indentified three key sources of personal power in organizations (in addition to ones formal position); knowledge, personality, and others support. Knowledge bases of power include having expertise that is valued by others and controlling important information. For example, leaders in organizational units undergoing change can call on their informal networks for resources and support, and encourage subordinates to exercise power in support of the change. Identifying Key Stakeholders. This can start with simple question. †who stands to gain or to lose from the changes? Once stakeholders are identified, creating a map of their influence may be useful. Consequently, provides change agents with information about which people groups need to be influenced to accept and support the changes. Influencing Stakeholders. There are three major strategies for using power to influence others in organization development; First strategy is playing straight; this strategy involves determining of particular stakeholders and presenting information about how the changes can benefit them. The success of this strategy relies heavily on the change agents knowledge base. He or she must have the expertise and information to persuade stakeholders that the changes are a logical way to meet their needs. The second strategy is using social network; in this strategy change agents attempt to use their social relationships to gain support for changes. This social networking might include, for example, meeting with other powerful groups and forming alliances to support specific changes. This strategy also might include using informal contacts to discover key roadblocks to change and to gain access to major decision makers who need to sanction the changes. The third strategy is going around the formal system; the change agents charisma, reputations, or professional credibility lend legitimacy to going around the system and can reduce the likelihood of negative reprisals. For example, managers with reputations as winners often can bend the rules to implement organizational changes. However, this power strategy is relatively easy to abuse. Therefore; the OD practitioners should consider carefully the ethical issues and possible unintended consequences of circumventing formal policies and practices. Step 4: MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organizations change goals and priorities. Commitment planning this activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5: SUSTAINING MOMENTUM Once organization changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them. A strong tendency exists always among organization members to return to old behaviors and well-known processes unless they receive sustained support and reinforcement for carrying the changes through to completion. The following five activities can help to sustain momentum for carrying change through to completion: Providing resources for change. Additional financial and human resources are required for implementing organization change, particularly if the organization continues day-to-day operations while trying to change itself. Extra sources are always helpful to provide a buffer as performance drops during the transition period. Building a support system for change agents. Organization change can be difficult and filled with tension, not only for participants but for change agents as well. A support system typically consists of a network of people with whom the change agent has close personal relationships people who can give emotional support, serve as sounding board for ideas and problems, and challenge untested assumptions. Developing new competencies and skills, reinforcing new behaviors, and staying the course. In organizations people generally do things that bring them rewards. Consequently, one of the most effective ways to sustain momentum for change is to reinforce the kinds of behaviors needed to implement the changes through for instance informal recognition, encouragement, and praise. Staying the course. If the organization changes again too quickly or abandons the changes before it is fully implemented, the desired results may never materialize. There are two primary reasons that managers do not keep a steady focus on change implementation. First, many managers fail to anticipate the decline in performance, productivity, or satisfaction as change is implemented. Organization members need time to practice, develop, and learn new behaviors; they do not abandon old ways of doing things and adopt a new set of behaviors overnight. Second, many managers do not keep focused on a change because they want to implement the next big idea that comes along. Successful organizational change requires persistent leadership that does not waver unnecessarily. References Books and articles Ansoff, I.H. (1990), â€Å"Implanting Strategic Management† Prentice Hall International, Ltd. London Cynthia D. Scott, Dennis T. Jaffe. (2003), â€Å"Managing change at work: leading people through organizational transitions†, edit 3 Greiner, L.E. (1972), â€Å"Evolution and revolution as organizations grow† Harvard Business Review, pp. 37-46. Greiner, L E and Schein, V E. (1988), â€Å"Power and Organization Development: Mobilizing power to change†, Reading, MA: Addison Wesley Halim Barakat. (1993), â€Å"The Arab world: society, culture, and state† Berkeley, Calif.: University of California Press, Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) â€Å"Hurdle the Cross-Functional Barriers to Strategic Change† Sloan Management Review, 36 (3), pp. 22-30. Jack Rabin, Marcia B. Steinhauer. (1988), â€Å"Handbook on human services administration† Public Administration and Public Policy/34, pp. 305 Krà ¼ger, W. (1996), â€Å"Implementation: The Core Task of Change Management† CEMS Business Review, 1, pp. 77-96. Lawrence, P.R. (1954), â€Å"How to Deal with Resistance to Change† Harvard Business Review, (May/June), pp. 49-57. Mike Green. (2007), â€Å"Change management masterclass: a step by step guide to successful change†. Tony Proctor. (2005), â€Å"Creative problem solving for managers: developing skills for decision making†. Edition 2, pp. 241 Pardo Del Val, Manuela Martà ­nez Fuentes â€Å"RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL†, p. 5-7 Rob Paton, James McCalman. (2008), â€Å"Change Management: A Guide to Effective Implementation†, edition 3, pp. 39-54 Rumelt, R.P. (1995), â€Å"Inertia and transformation†, in Montgomery, C.A., Resource-Based and Evolutionary Theories of the Firm, Kluwer Academic Publishers, Massachusetts, pp. 101-132. Rusell Tobin. (1999), â€Å"Overcoming resistance to change†, Second Edition, pp. 142 Starbuck, W., Greve, A. and Hedberg, B.L.T. (1978) â€Å"Responding to crisis†, Journal of Business Administration, 9 (2), pp. 111-137. Thomas G. Cummings, Christopher G. Worley. (2008), â€Å"Organization development change†, Edition 9, pp. 165-182 Waddell, D. and Sohal, A.S. (1998), â€Å"Resistance: a constructive tool for change management†, Management Decision, 36 (8), pp. 543-548. Zeffane, R. (1996), â€Å"Dynamics of strategic change: critical issues in fostering positive organizational change†, Leadership Organization Development Journal, 17, pp. 36-43. Websites: http://www.explorehr.org/articles/Orga

Female Form in the Art Deco Movement: Tamara de Lempicka

Female Form in the Art Deco Movement: Tamara de Lempicka Design for Passion: The female form in Art Deco The Art Deco style was the genre during the 1920s and 1930s affecting the decorative arts, fine arts and fashion (Lucie-Smith, 1996). Throughout this period it was moment for womens clothing fashions. The portraits of Polish-born Tamara de Lempicka elaborated on the trend as a painter of people mainly in the smart social circles in which she moved. She was penniless when she fled to Paris with her husband and daughter. It was then she resolved her talents of artistry would establish a successful career in Paris. To represent her painting style she elaborated on distinctive streamlined elegance with a sense of chic decadence, often compared to the cubism of Leger (sometime called Soft Cubism). She was better than anyone else at representing the Art Deco style in painting. Her works exhibited the true meaning of the Art Deco style and affiliated the passion for design that women had in their lifes turning point (de Lempicka, 1998). It can be said that she is probably the most famous painter of the art deco period. The painting style created by de Lempicka was as glamorous as her subject matter. Her instructor Andre Lhote did not realize the subtle syntheses of inspiration she portrayed. The use of a plastic metaphor which Tamara used time and again in her artistic output can be characterized by the haughty expression typical of a certain caste, or in her nudes which are allegories of lasciviousness. She used a trademark combination of soft, rounded forms set against architectural lines and shapes that reflected a new sophisticated urbanity to those she painted in highly mannered portraits. Her other main subjects included erotic nudes and still life of calla lilies. Her bold technique and palette rapidly won her acclaim as the quintessential Art Deco artist (Blondell, 2004). Art Deco design was above all modern that exemplified the boundless potential of a newly industrialized world. The characterizations of Art Deco include the use of materials such as sharkskin, zebra skin, zigzag and stepped forms, bold and sweeping curves, chevron patterns, and sunburst motif. The sunburst motif was used in such varied contexts as a ladys shoe. It was a mainstream in consumerism that was stressed in the great fashion magazines as Vogue and Harpers Bazaar to advertise the emergence of the New Woman in American society. It was argued that Art Deco functioned as a trademark for popular notions of femininity during a time when women were said to be the consumers of the average household. A genre of the time it appealed to women and was used as a selling point for cosmetics, clothing, home furnishings, jewelry, and art objects. The image that femininity would dominate the American imagination for the future inspired consumerism (Fischer, 2003). The corset was definitively eliminated making the flat and square dresses of the 1920s an ideal canvas to display motifs of the Art Deco period. Skirts were shortened and the female figure became formless and androgynous (sexless) the waistline dropped to the hips or simply ceased to exist. In the 1930s the waistline moved to its natural position. Nylon, satin, silk and crepe the most prevalent of materials used to make fine figure defining dresses. Fabric was cut diagonally to take advantage of its elasticity to show formation of what it covered. Skirts were made longer while the legs were allowed to be seen via long slits in the dresses and the shoulders were broadened by padded shoulder inserts (Lussier, 2003). In Portrait of a Young Girl in a Green Dress, Tamara explicitly demonstrates her visual of the fashion of the times, sleek and seductive (Lucie-Smith). Girl in Green with Gloves, probably her most famous painting epitomizes her style showing the fabric and hair combined into sharp lines and flowing curves with the entire form strongly dimensional yet remaining abstract and modern. The Art Deco of the 20s, with its geometric motifs and bright, bold colors superlative represents the best and purest forms of the decorative art period. Reaching its bold point between 1925 through 1935, the classical, symmetrical, rectilinear style of Art Deco, drew inspiration from other art movements such as Cubism, Futurism, and influence of the Bauhaus and became the dominant art form of Paris between 1920 through 1930. Tamara deLempicka was the artist who pursued the Arts Decoratifs style, derived from the Worlds fair held in 1925, formerly titled the Exposition Internationales des Arts Decoratifs et Industriels Modernes that showcased French luxury goods (Wikipedia, 2003). A 1925auto portrait, Tamara in the Green Bugatti was an oil painting on wood. Tamara was dressed in a bright yellow with black hat, matching the color of the vehicle. The painting came about when a magazine editor was overwhelmed by the drivers style. The driver, later was learned, to be de Lempicka herself. The editor had left a calling card on the windshield asking the yellow clad woman to contact her. Die Dame, Germanys leading fashion magazine, then commissioned a self portrait in the car for the magazines cover. The result was one of de Lemplickas best known works wherein she mixes cold, hard textures with luxurious, decadent sensual imagery. A point of interest on the matter was that Tamara NEVER owned a green Bugatti. The auto portrait was an icon of the era. The painting is said to represent the newly discovered freedom of women of the day (Paloma). Sexy, modern and unabashedly consumer-oriented was the new Art Deco style. Motifs were borrowed from Japan, Africa, ancient Egtyptian and Mayan cultures to create novel visual effects (Benton, 2003). French pochoir prints from the glorious Art Deco era presented womans fashion designs in their most original era. The clothing was revolutionary from designers such as Charles Worth, Jean Patou, Paul Poiret, Lucien Lelong and Joseph Paquin (Schiffer, 1998). Erte was an artist who received his fame by his drawings in Harpers Bazaars magazine for 22 yrs. His covers for the magazine shaped the entire modern tradition of fashion drawing. Erte (name derived from his initials R. T. Romaine de Tirtoff) also designed sets for plays and musicals most noted are the costumes and stage sets for the Folies-Bergere in Paris (Blum, 1976). He was perhaps the most appealing of artists at the time, called attention to the sleekness of style giving emphasis to lineal definition and bold color. (Fischer). The jewelry from the era exploded with color, drama of form and juxtaposition of texture and contour. Designs included buckles, clips, belts, mirrors, pendants, cigarette cases, rings, chains, necklaces, watchbands, brooches, studs and charms (Raulet, 2002). The aesthetic of Art Deco was most radical in the late 1920s at which female stars as Greta Garbo, Joan Crawford and Myrna Loy donned lavish Art Deco fashions. De Lempicka herself received acclaim for her aloof Garboesque beauty, her parties, and her love affairs. Her beauty and opinionated nature also increased her celebrity (de Lempicka). The style declined as a growing conservatism challenged the feminist advances of an earlier generation. The Art Deco woman was once an object of desire but she then regressed toward demeaning caricatures and pantomimes of unbridled sexuality (Fischer). To artists she (de Lempicka) appeared to be an upper-class dilettante, and to the nervous haute bourgeoisie she seemed arrogant and depraved, comments Laura Claridge. Her beauty and opinionated nature increased her celebrity as photographs of the period show a sleek woman whose lethargic-eyed mystique challenged that of Greta Garbo. De Lempicka was a very physical person. She often slept with the people she painted, or those who sat for her. They were both male and female. Her first lesbian affair was said to be with Ira Perrot who modeled for her and took her to Italy where she discovered paintings of Botticelli and Messina. It was the period of time in which she began to attend lesbian parties. Her creativeness went as far as the tastefully arrangement of food on the body of a nude woman. Thereafter, she would then slowly she eat her midnight meal (de Lempicka). The artist pursued older men as social companions, but slept with younger and more handsome men. She was often seen caressing a working-class boy one night and a woman the next. Her adventures inspired her artwork. An overview to her painting of Adam and Eve, her daughter Kizette states, The model walked across the room and picked up an apple from the bowl to satiate her hunger. Tamara then says: Stop! I have an inspiration. I have before me the vision of Adam and Eve. She then went out into the street and nearby saw a policeman on his beat. He was young and handsome. Monsieur, I am an artist and I need a model for my painting. She brought him into the studio and said you are Adam, here is your Eve completing her motivation. Among the unique aspects of her style is the overt lesbianism that informs it, especially in her female nudes, i.e. Two Friends, Spring, and The Girls. The implication of sexuality between the females is subtle yet obvious. Tamara Gorska de Lempicka was married first to Tadeusz Lempicki a Russion lawyer and socialite and then to Baron Raoul Huffner with whom she moved to America. Being a bisexual woman, de Lempickas works reflects a glorification of the female form and vignettes of female life. Seated Nude (1923) exploits her depiction of women in which she sets the tone of a powerful, curvy, and slab-faced image. Depicted during the Jazz Age de Lempickas art expel a riot of color combined with the sharpness of Cubism making them seem to explode from their frames and grab our attention (Charlish, 2004). The sexy, bedroom-eyed women in stylish dresses are rendered in haunting poses that seem to mirror her life through her art. The Orange Turban of which Tamara produced eight versions in her lifetime, shows the influence of the Dutch and Flemish masters that she absorbed while studying at the Louvre. Independent publisher Mani de Li of Modern Art A Skeptical View, opinions that Tamara succeeds in portraits that have an aim similar to Picassos failures with hers being more original, complete, better drawn, colored and composed. The paintings never contain those scratchy areas of flat schmiery ugliness and unfinish so common in even the best of Picassos, he contends. From the pages of womens magazines to the salons and counters of department stores to the set of design of Hollywood films, the Art Deco style was used to market modernity and elegance (Fischer). Tamara sold her portrait art to the rich aristocracy of Paris that fetched huge prices. She refused to comment on the fascism around her. It was between the wars, that she painted portraits of writers, entertainers, artists, scientists, industrialists, and many of Eastern Europes exiled nobility (Lucie-Smith). She had a choice to do carnival or festive art, and chose the festive (Boje, 2001). Peter Plagens, an art critic from Newsweek, referred to Tamara as practically forgotten with her production of almost soft porn. And he further stated that Tamara was the end product, not the producer of art that influences other artists (Claridge, 1999). After a threat of a Second World War, Tamara left Paris to go to Hollywood. There she became the Favorite Artist of the Hollywood Stars. The 1950s and 1960s phased out Deco Art until in a 1966 exhibition in Paris it resumed its interest. She had changed her style to abstract art in the 1960s. Her works were created then with a spatula with her output seemingly out of fashion. De Lempickas earlier works began to rise in the 1970s and by the 1990s she once again became a stylish icon. Feminisms emphasis on unearthing sidelined women had played a part in her revitalization as well. The liberation of gay women has made her the prophetic, in -house painter of lipstick lesbianism (Charlish). Today de Lempickas work still is connected to Hollywood with singer/actress Madonna and actor Jack Nicholson being the most avid contemporary collectors of her paintings. Her paintings were rediscovered by the world (Neret, Gilles, 1992). Tamara de Lempicka achieved her notoriety and fame several times during her lifetime and remains popular today for her highly sexualized art deco portraits. The qualities of decadence and hedonism that caused critics of the 1960s and 1970s to dismiss her work are those traits that now show new appreciation, comments Elizabeth Ashburn, Professor and Head of the School of Art in the College of Fine Arts at the University of South Wales, Austrailia. Tamara de Lempicka chose her teachers well. She learned the use of simple lines and a smooth finish from Maurice Denis, from who she had her first painting lesson at the Academe Ranson. She learned the neoclassical modification of cubism from Lhote in Paris. She learned the clear, glowing colors and imperious yet powerful interpretation of the female form and execution of the society portrait from Ingres (Charlish). When combined, the three distinct traits of her tutors were expelled though her own unique style in which she was able to bring across the passion of design. De Lempicka is the true demonstrator of the female form in Art Deco painting. The icon of Art Deco ceased her works after the death of her husband in 1962. She moved to Mexico and died in her sleep in 1980 only to leave behind her ashes strewn over the crater of Mt. Popocateptl along with her now valued works of art depicting one of the most fascinating periods of art history in which she displayed the liberty of the woman of her time. BIBLIOGRAPHY Benton, Tim, Benton, Charlotte Wood Ghislaine. 2003 Art Deco: 1910-1939. Bulfinch; 1st North edition. Sept. 17. ISBN:082122834X. Blondell, Alain Brugger, Ingirid. (2004) Tamara de Lempicka. Royal Academy Books. 168 pgs. ISBN: 1903973422. Blum, Stella. 1976 Designs by Erte. New York: Dover. Boje, D. M. 2001 Athletic Apparel Industry is Tamara-land. Tamara: Journal of Critical PostmodernOrganization Science. Vol. 1 (2), pp. 6-19. Charlish, Nicky.2004 Art Deco Icon: Tamara Lempicka. Culture Wars.RoyalAcademy, London. Claridge, Laura.1999 Tamara de Lempicka: A Life of Deco and Decadence. ClarksonPotter Publishers. 436 pgs., September 21. De Lempicka,Baroness Kizette and Philip, Charles. (1998) Passion by Design: The Artand Times of Tamara de Lempicka, Abberville Press. 192 pgs. ISBN:0789205033. Fischer, Lucy.2003 Designing Women: Art Deco, and the Female Form (Film and Culture). Columbia University Press. 352 pgs. ISBN: 0231125011. Lucie-Smith,Edward. 1996 Art Deco Painting, Phaidon Press, 160 pages, ISBN071482545X. Lussier, Suzanne.2003. All Tied-Up: The Corset in Contemporary Fashion. The Victoria and Albert Museum. Neret, Gilles. 1992.Tamara de Lempica Benedict. Taschen Verlag GrnbH. Kolan. Paloma Gallery. http://www.paloma.ca/gallery.html. Raulet, Sylvie.2002 Art Deco Jewelry. Thames Hudson. Schiffer. 1998. FrenchArt Deco Fashions: In Pochoir Prints from the 1920s. Schiffer Publishing .Feb. 1. 160 pages. ISBN: 0764304747. Wikipedia. 2003.The Columbia Electronic Encyclopedia, Sixth Edition. Columbia University Press.

Faulkners A Rose for Emily Essay -- American Literature William Faulk

1. - Theme. 2. - Conflicts, tensions and ambiguity. 3. -Symbolism. 4. - Narrative elements: point of view, tone and narrative structure. 1. - Theme. The main theme of the Faulkner's short story is the relationship between the past and present in Emily Grierson, the protagonist. She did not accept the passage of time throughout all her life, keeping everything she loved in the past with her. The story shows Emily's past and her family story. This information explains her behaviour towards time. Firstly, her father's lack of desire to move on into the future and his old-fashioned ways kept Emily away from the changing society and away from any kind of social relationship: "None of the young men were quite good enough for Miss Emily and such."(pp. 123). "We remembered all the young men her father had driven away." (pp124) Emily accepted this imposed role as a recluse in her own house and a woman dependent on one male figure, her father. When he died, Emily did not allow taking the corpse to the authorities. She did not want to admit her father's death. After his funeral, Emily kept herself away from changing time in her house until she met Homer Barron. They started to date and she even thought about marriage, but when he tried to leave her, she poisoned him and maintained his dead body for years in order to keep him by her side, away from the passing of time. But at the end, after many years of attempting to defeat time, Miss Emily felt victim of it. She met the same fate as her father and Homer Barron. Throughout the short story "A Rose for Emily", time is a continuous theme represented by the character of Emily Grierson, a product of her own environment, who rejected the time's changes into the future. 2.... ...ver, in the first and fifth sections the chronological order is a complete mess, moving from present to past and vice versa. Finally, to sum up, "A Rose for Emily" is a very complex short story which could be analysed from many different points of view and by different theories of literary criticism. For example, a psychoanalytic analysis would study the mental illness of Emily, or the feminist criticism would analyse how Emily spent all her life depending on male figures. Although, I have chosen the new critical method because it offers a very close analysis of the text and because makes possible the appreciation of the great variety of literary recourses which Faulkner used in "A Rose for Emily". Works Cited Faulkner, William. "A Rose for Emily." Literature: An Introduction to Fiction, Poetry, and Drama. Ed. X.J. Kennedy. New York: Harpers Collins, 1991.

John Stuart Mills Essay -- Essays Papers

John Stuart Mills John Stuart Mill was one of the most well regarded and widely renowned philosophers and economists in history. He was considered a philosophical genius by the age of 20, and was mainly taught only by his father. His father believed that he should be educated and be taught many different languages and philosophies to become a well-rounded individual. When he had to end his studies early in life because of a mental breakdown at the age of 20, he soon recovered and was something different than when he first studied. Not long after he recovered he showed how different he was than his father and began writing in the Westminster review. He has widely been known for his views on liberalism that he showed in On Liberty. Mill believed that the individual was essentially sovereign over his own mind and body, a belief known as individual autonomy. The only thing individuals could do justifiably to violate other individuals' autonomies was in pursuit of self-protection, where the other individuals had broken into theirs first. Millsian philosophy was completely against negative liberty, or the absence of restraint, chaos. However, on the other end of the spectrum, Mill also opposed the tyranny the majority could impose on any minority, particularly the individual, by way of legislative control. Mill strongly believed in the practice and respect of law, and that minorities of any sort should be protected and only suppressed if the greatest good for...

Viktor Frankl

No matter which camp a prisoner was sent to, he was sure to encounter brutal experiences and shameful indignities under the watchful eye of the Nazi's and their appointed camp leaders. The Merriam-Webster Dictionary efines indignity: l. a. An act that offends against a person's dignity or self-respect: Insult. Humiliating treatment. (Indignity, 2014). This definition doesn't seem to do justice when examining the cruel treatment of those imprisoned at Hitler's death camps. In Frankl's book, he tells of many indignities that were stripped away from them.He and his fellow prisoner lacked food, clothing, hygiene, and medical care. These indignities are cruel, but Frankl suggests that it was stripping of deeper indignities that could result in a man loss of will to survive. Prisoners were forced to: ive up their identities and become a number, give up on their goals and accept a lite of pain and suffering, and suffer mental agony at the insults bestowed upon them by leaders of the camp. M ost importantly, prisoners were forced to Just give up hope.A New Destiny Frankl describes arriving at his first camp, departing the train, and standing in a line before a Senior SS officer. He watched as the officer directed prisoners to either the left or right side of him, using his forefinger. He had no idea what this meant at the time, but later in the evening he learned that this was the process in which prisoners ere selected for work or for death. The men that were ushered to the right were the ones the SS officer deemed fit for work. Those that were sent to the left, were destined for the gas chamber, as they were seen as too old or sick for work.Later on, the prisoners to the right were forced to fully undress and drop everything they owned to the floor. Their bodies were shaved completely and they were issued a number. This number voided out any past life they had. It simply wiped their past away and in its place was left a number. Another indignity that was bestowed upon he prisoners was being forced to give up their goals and face the terrifying thought that they no longer had anything to live for. Frankl writes, â€Å"Woe to him who saw no more sense in his life, no aim, no purpose, and therefore no point in carrying on. † (pg. 5). Frankl suggests that once a man had lost all reason to live, he rarely survived much longer. Finally, an indignity described by Frankl as one of the worst things that he had to endure, was being forced to listen to insults towards him given by the camp leaders. He explains how painful it was to have to listen toa man Judge his life ven though he didn't know anything about him. The prisoners were forced to work and be treated like animals, while also being insulted to their core. They had already lost their identities, goals, and now they were forced to lose their own self-worth.According to Depree's list As men entered Hitler's death camps, they left behind their identities in exchange for a number. Life as they knew it would never be the same. According to Depree's list of the eight essential rights for workers (pg. 36), these men were stripped of many of these rights, which in some cases, helped lead to their demise. By taking away the risoner's identity, goals, and self-worth, they were left without any of the eight rights listed by Depree. Their right to be needed was disregarded since they no longer held a purpose towards a goal.They, of course, had no right to be involved since their input could cause them death. Their right to affect their own destiny was overturned when they stepped off of the train and was forced to go to the left or right. It wasn't up to them, at that very moment, whether they lived or died. They had no right to understand what was happening, since they were not considered a part of an organized workforce, but rather slaves. They had zero right to appeal and doing so would certainly bring about death.My list of indignities imposed on the prisoners of the Holocau st correlates well with Depree's list of rights for workers. While my list holds some of the basic indignities such as little food and water, forced labor, the inability to bathe or brush their teeth, it also holds some of the deeper indignities, in which Frankl describes as sometimes worse than the physical beatings that they endured Depree's Assumptions In order for Depree to comprise his list of eight essential rights for workers, he had to hold some assumptions about our society. Viktor Frankl No matter which camp a prisoner was sent to, he was sure to encounter brutal experiences and shameful indignities under the watchful eye of the Nazi's and their appointed camp leaders. The Merriam-Webster Dictionary efines indignity: l. a. An act that offends against a person's dignity or self-respect: Insult. Humiliating treatment. (Indignity, 2014). This definition doesn't seem to do justice when examining the cruel treatment of those imprisoned at Hitler's death camps. In Frankl's book, he tells of many indignities that were stripped away from them.He and his fellow prisoner lacked food, clothing, hygiene, and medical care. These indignities are cruel, but Frankl suggests that it was stripping of deeper indignities that could result in a man loss of will to survive. Prisoners were forced to: ive up their identities and become a number, give up on their goals and accept a lite of pain and suffering, and suffer mental agony at the insults bestowed upon them by leaders of the camp. M ost importantly, prisoners were forced to Just give up hope.A New Destiny Frankl describes arriving at his first camp, departing the train, and standing in a line before a Senior SS officer. He watched as the officer directed prisoners to either the left or right side of him, using his forefinger. He had no idea what this meant at the time, but later in the evening he learned that this was the process in which prisoners ere selected for work or for death. The men that were ushered to the right were the ones the SS officer deemed fit for work. Those that were sent to the left, were destined for the gas chamber, as they were seen as too old or sick for work.Later on, the prisoners to the right were forced to fully undress and drop everything they owned to the floor. Their bodies were shaved completely and they were issued a number. This number voided out any past life they had. It simply wiped their past away and in its place was left a number. Another indignity that was bestowed upon he prisoners was being forced to give up their goals and face the terrifying thought that they no longer had anything to live for. Frankl writes, â€Å"Woe to him who saw no more sense in his life, no aim, no purpose, and therefore no point in carrying on. † (pg. 5). Frankl suggests that once a man had lost all reason to live, he rarely survived much longer. Finally, an indignity described by Frankl as one of the worst things that he had to endure, was being forced to listen to insults towards him given by the camp leaders. He explains how painful it was to have to listen toa man Judge his life ven though he didn't know anything about him. The prisoners were forced to work and be treated like animals, while also being insulted to their core. They had already lost their identities, goals, and now they were forced to lose their own self-worth.According to Depree's list As men entered Hitler's death camps, they left behind their identities in exchange for a number. Life as they knew it would never be the same. According to Depree's list of the eight essential rights for workers (pg. 36), these men were stripped of many of these rights, which in some cases, helped lead to their demise. By taking away the risoner's identity, goals, and self-worth, they were left without any of the eight rights listed by Depree. Their right to be needed was disregarded since they no longer held a purpose towards a goal.They, of course, had no right to be involved since their input could cause them death. Their right to affect their own destiny was overturned when they stepped off of the train and was forced to go to the left or right. It wasn't up to them, at that very moment, whether they lived or died. They had no right to understand what was happening, since they were not considered a part of an organized workforce, but rather slaves. They had zero right to appeal and doing so would certainly bring about death.My list of indignities imposed on the prisoners of the Holocau st correlates well with Depree's list of rights for workers. While my list holds some of the basic indignities such as little food and water, forced labor, the inability to bathe or brush their teeth, it also holds some of the deeper indignities, in which Frankl describes as sometimes worse than the physical beatings that they endured Depree's Assumptions In order for Depree to comprise his list of eight essential rights for workers, he had to hold some assumptions about our society.