Mass Media Communication and the Transmission Effects on Religious Beliefs Essay Example

Mass Media Communication and the Transmission Effects on Religious Beliefs Essay Abstract In recent years, religion has been in conflict over the association to the television for several different reasons. One of the most important reasons for this connection is the availability to project a topic or subject to the public in a large setting without leaving the church. However, the older styles of religions do not support this type of modern technology due to the lack of the personnel factor that is included in many religious teachings. Many of the modern religions have taken to this type of display because of the benefits that are available. Support for this style of information issemination is clearly expressed by modern religion figures. Recent religious fgures can be quoted as saying, Religion and media are overlapping social processes producing and interpreting symbols and rituals through which people express and contest social meaning including their relationship to the transcendent or sacred. (Campbell, 2010) This message was delivered from Pope John Paul II for the 23rd World Communications Day in 1989, The question confronting the Church today in not any longer whether the man in the street can grasp a religious message, but how to mploy the communications media so as to let him have the full impact of the gospel message. (Paulus PP. , 1989) Mass media has gained significant ground as the go to source of accurate news and information. This form of communication has become heavily entwined with current reli gion events. We will write a custom essay sample on Mass Media Communication and the Transmission Effects on Religious Beliefs specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Mass Media Communication and the Transmission Effects on Religious Beliefs specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Mass Media Communication and the Transmission Effects on Religious Beliefs specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Though mass media has provided religion with a positive venue in an attempt to gain more visibility and support efforts encompassing beliefs and faith practices. Mass media has also negatively impacted the foundation of religion because it has allowed for the loss of the core meaning of the religions belief infrastructure during transmission. Historically, this form of communication works against established religious values. The relationship between mass media and religion has been predictable throughout history; uninterested parties on both sides. While media mediums have evolved throughout history, the relationship has deep roots in history. Reports involving religion almost always are part of bigger more newsworthy events. The focus on the core meaning of a religions belief infrastructure has become increasingly more unstable as digital Journalism has grown. The grey area that has developed between media and religion is enormous. Religion and media are overlapping social processes producing and interpreting symbols and rituals through which people express and contest social meaning including their relationship to the transcendent or sacred. (Campbell, 2010) Where does the division take place within in todays generation? What defines the core belief system of religion and the path of attainment? Even though the modern form of mass media can be seen as positively impacting religion by providing a new and modern outlook. Mass media can also be presentations lose the core beliefs that provide infrastructure and are projected ur ing transmission. There have been numerous debates regarding the ethical reporting delivered from media sources and the responsibility of public perception. Many religious fgures demand that media outlets take towards reporting religious affairs. Currently, the question of whose responsibility is it to make certain that in the middle of news worthy religious event, the accuracy of the religious integrity of reports? In theoretical study completed by S. H. Hosseini, he notes Major efforts have been exhausted bringing religion closer to media (rather than bringing media closer o religion), or to break down the traditional boundaries between the religious and the media. (Kaur, 2009) The importance of the gaining viewers and creating increased rating has over shadowed the impact of many historical events. Media has relayed a continuous message of possession equals fulfillment, including religion. Scholars continue to argue the association between religion and the media. Stolow stated that Consumption is a part of religious life when one buys a book by a spiritual teacher, or pays for a child to attend a religious school. But, the onsumption approach to religion suggests that it is not necessary to read the book or for the child to pay attention or for some religious end to be served. (Stolow 2008) Opinions like his have raised debates questioning the core belief of religion and the transmission of these beliefs. He further questions media effects of the sacredness of religion, Certainly, media in all their economic, symbolic, performative and techno- prosthetic dimensions, have become central to the terms of interaction within and among the embodied regimes and imagined worlds that constitute the sacred (Stolow 2008). ETHICS of Journalism With the shifting of focus towards conflict in religion as newsworthy, where do the ethical aspects come into play for Journalist and news reporting agencies? In 2001 Doug Underwood found answers. Published in the Journal of Mass Media, Underwood set out to determine if the basic moral and ethical admonitions found in the Judeo-Christian tradition still hold their authority with the modern news media, even among the most irreverent and contrarian of Journalists. (Underwood, 2001) The following table illustrates his results. (Table 1 . ) Underwoods findings revealed an overall consensus that Journalist possessed strong Table 1 . Source of Journalists Ethical Values 1 (Not at All) 2 3 (Some) 4 5 (A Great Deal) to want to explicitly connect their professional principles only with Christian teaching. Focus on Positive Communications Mass media has provided religion with a constructive venue to gain more visibility, support and membership ofa particular faith. One religion that has experience both sides of media advancements is Catholicism. The Census of the 2012 Annuario Pontificio, translated to the Pontifical Yearbook, published the number of Roman Catholics in the world was ab out 1. 2 billion at the end of 2010. These numbers atapult the Church and the leaders According to the Pew Research Center, Pope Benedict XVI dominated mainstream religion coverage from 2007 2012 (Illustration 1. 1) Media exposure of this magnitude has prompted the Catholic Church to take an aggressive position on mass media communication; gearing a large portion of its mission statement delivery towards a more technologically modern media medium. Accepting the impact of media reports on society, this position allows the church a stronger voice therefore a stronger impact to change the fluctuating perception formed by and through mass media. Many religious leaders have embraced the new data savvy generation and have urged church leaders to take an active role by incorporating current technology into the infrastructure of their worship services. Modern technology is a viable source to reach out to members and other struggling with their religious beliefs. A momentously historical event that has occurred in the world today is the resignation of Pope Benedict WI. As a world religious leader many media outlets have focused reporting on the rumors of possible implications of the Popes retirement amid sexual scandal with members of the clergy. The scandal ertainly Justifies news worthy reporting but has the media focused too much on finger pointing and forgotten the historical meaning behind a religious leader of this magnitude recognizing the extraordinary ability needed to lead followers has been compromised due to health or is the media attempting to redirect the publics focused on bigger issues that are effecting our nation, such as the sequestration? Kaur, M. (2009, nov 02). Media, Film, Music and Religion. Retrieved 02 04, 2013, from Exploring the Holy in Hollywood: http://religionandmediacourse. blogspot. com/ 2009/11 [exploring-holy-in-hollywood. ml Paulus PP. , l. (1989, 05 07). Message of the Holy Father John Paul II. Retrieved 02 04, 2013, from Religion in the Mass Media: http://www. vatican. va/holy_father/]ohn_paul_ii/messages/communications/ documents/hf_Jp-ii_mes_24011989_world-communications-day_en. html Sterin, C. J. (2012). Mass Media Revolution. New York: University of Maryland University College Campbel l, H. A. (2010). When Religion Meets New Media. New York: Routledge. Hosseini, S. H. (2008). Religion and Media, Religious Media, or Media Religion: Theoretical Studies. Journal Of Media Religion, 7(1/2), 56-69. doi:10. 1080/ Corrigan, J. Morgan, D. , Silk, M. , Williams, R. H. (2006). ELECTRONIC MEDIA AND THE STUDY OF AMERICAN RELIGION. Religion At-nencan culture, 16(1), 1-24. stolow, J. (ed. ) (2008). Deus in Machina: Religion and Technology in Cross Cultural Perspective. New York: Fordham University Press. McLuhan, M. (1964). Understanding Media: The Extensions of Man. New York: McGraw Hill. Underwood, D. (2001). Secularists or Modern Day Prophets? : Journalists Ethics and the Judeo-Christian Tradition. Journal Of Mass Media Ethics, 16(1), 33-47 http://www. pewresearch. org/2013/02/12/pope-benedict- over-the-years-news-coverage-by-the-numbers/

Global Communications GAP Anlaysis

Global Communications GAP Anlaysis Free Online Research Papers Running head: GAP ANALYSIS: GLOBAL COMMUNICATIONS Gap Analysis: Global Communications In this paper, I will discuss are the trials that Global Communication tackled, issues and opportunities, stakeholders perspective and ethical dilemmas, and a gap analysis of the business. The business should remain competitive, keep up with the everyday changes in the business worlds and technology, and reorganize the company. The Gap Analysis appraises the ethical dilemmas that have become proven to the reaction to the reorganization plan. Global Communications is a telecommunications business under pressure to be victorious in a competitive business setting. Situation Analysis Issue and Opportunity Identification Global Communications stockholders are alarmed that returns are down and upset that business will have a hard time recovering. Stocks had plunged by more than 40% in the past two years and are valued at only $12 per share now. The boost competition Global Communications faced had increased greatly over the years and is finding it difficult to keep up with the ever-changing business work. Global Communications needs to reorganize the business in order to continue to endure in the telecommunications needs to develop new services, find ways to cutting operating cost, and increase productivity. The top executives came up with an approach to rejuvenate the business. The first was to introduce new services such as video conferencing and satellite. The business also wanted to form a partnership with a wireless provider to provide 24-hour internet access using wireless telephones and internet cards. The other step as for the top executives to identify cutting procedures which would expand effectiveness to business, Global Communications plans to promote itself forcefully to another level to become an actual global company. Since labor cost were a concern for Global Communications, the business plans to move technical call centers to Ireland and India. This will allow Global Communications to reduce costs by 30%. Unfortunately, most employees will lose his or her job or have to relocate but with a 10% pay cut. The top people had a lack of communication that was not discussed with the union works and this caused problems with the workers’ union. Global Communications showed a lack of organizational commitment in their dealing with the union. â€Å"Organizational commitment reflects the extent to which an individual identifies with an organization and is committed to its goals.† (Kinicki Kreitner, 2003. p. 216). Stakeholder Perspectives/Ethical Dilemmas Global Communications shareholders were concerned with the depreciation of stock by over 60% in the past three years. The business was experiencing pressures to reorganize and restructure to become successful in the telecommunications business. Global Communication employees and the workers’ union have devoted much into the company. To uphold long-term to increase the company, employees gave up 20% of their health and education benefits. Surrendering those benefits is clear that the employees and the union are alarm about business growth and strength of employment. The workers’ union does not approve the outsourcing of jobs as the union has given up much already in way of benefits to assist Global Communications to become a more efficient business. Global Communications top executives needed to decide which group of stakeholders has more stakes in the business. Although, this was important to implement the perfect plan then they could have determined the business financial struggles in a timely manner while acting in the business best interest along with being sensitive to those who were facing the possibility of losing their jobs. End-State Vision When Global Communications execute the reorganization plan to suggest fresh services and cut costs by contracting out, the company might actual become successful in the telecommunication business. Shareholders will have added confidence as stocks recapture value. Global Communications would be able to offer appealing benefits to the employees because of the plan that Global Communications implemented and offered more jobs that contract out. â€Å"Effective communication is vital to all organizations because it manages the employees’ needs t knowledge management, and improves decision making† (McShane Von Glinow, 2005, p. 324). Top executives communication with the workers’ union has improved and regular meetings has been established to better keep employees up to date on important issues that affect the employees. According to Kinick and Kreitner, ‘Face-to-face discussions for example, useful for communicating about sensitive or important issues and those required feedback and intensive interaction (Kinicki Kreitner, 2004, p. 13). Global Communications will continue to uphold their philosophy of, â€Å"Our Edge is People.† Top executives will make sure that Global Communications will stay up and design technology to keep them ahead of the game and stay in the telecommunications business. Gap Analysis In sequence for Global Communications to be victorious, top executives should perform new services and products need to be victorious, meet the requirements of their customers, and offer products and services that will be pleasing. This will help not only to maintain the customers of Global Communications which previously has and lower needless expenses to lower overhead. Global Communications should give severance packages for employees who get a pink slip and offer career counseling and training to assist employees in finding new jobs. Conclusion Finally, the success of Global Communications is dependent leading the completion of the most recent reorganization of the business. The telecommunications business changed Global Communication should stay on top of the continuing changes in the business world. Most companies contract out Global Communications choice to shift some of the call centers to Ireland and India should have been discussed with the entire board and the worker’s union. References Kreitner, Robert. Kinicki, Angelo. (2004). Organizational Behavior (3rd ed.) New York: McGraw-Hill/Irvin McShane, Steve L., Von Glinow, Mary Ann. (205). Organizational Behavior: Workplace Emotions and Attitudes. New York: The McGraw-Hill Companies. Table 1 Issue and Opportunity Identification Issue Opportunity Reference to Specific Course Concept (Include citation) Concept USAuto’s negotiating team did not carefully identify AutoMex’s goals. USAuto’s goal was to reduce costs through utilizing AutoMex labor. AutoMex, by contrast, viewed USAuto as a source for developing its employees’ skill levels. USAuto’s negotiating team also approached entering the Mexican market similarly, unwilling to allow AutoMex access to the hybrid engine for AutoMex’s own production. Both of these distributive approaches create win-lose situations and can lead to conflict, as compared to the win-win situations created by integrative negotiations (Kinicki Kreitner, 2003, p. 504). USAuto can develop intelligence on potential business relations to understand better others’ goals in negotiation settings. â€Å"A distributive negotiation usually involves a single issue- a ‘fixed-pie’- in which one person gains at the expense of the other. For example, haggling over the price of a rug in a bazaar is a distributive negotiation,† (Kinicki Kreitner, 2003, p. 71). Distributive negotiations Global Communications stockholders are concerned that returns are down and worried that business will have a difficult time recovering. Stocks have plunged than 40% in the past two years and are valued at $12 per share now. Global Communications can explore business to compare and contrast where business surpass and require more help. Benchmarking illustrate the overall process by which a business surpass in performance as other businesses and learn how to get the same type of results.(Kinicki Kreitner, 2003, p .691). Benchmarking Global Communication failed to communicate its strategic plans with the Union to reduce cost and increase profitability by outsourcing its call centers to India and Ireland. Global Communication also continued with its strategic plans of globalization unwilling to negotiate with the Union. Global Communications can work closely with the Union on a plan that will create and keep as many jobs as possible while reducing cost and increasing profitability. Effective communication is vital to all organizations because it coordinates employees, fulfills employee needs, supports knowledge management, and improves decision making. (McShane Von Glinow, 2005, 324) Table 2 Stakeholder Perspectives Stakeholder Perspectives Stakeholder Groups The Interests, Rights, and Values of Each Group Shareholders Their interest is ownership in the business, making a profit while making certain the business is making a profit ethically Board of Directors Own stock in the business and keep and eye on the profits Employees They want to own stock as well, share interest profits of the business Table 3 End State Goals End-State Goals Global Communications strategy of reorganizing a design to offer an appealing service and cut cost by contracting outside. Global Communications give better benefits to the employees after the business bounced back, and make the job more appealing. Global Communications give severance packages for employees who have lost their jobs. Global Communications should make available career counseling, training this would help the employees to find a new or better job. Research Papers on Global Communications GAP AnlaysisTwilight of the UAWAnalysis of Ebay Expanding into AsiaPETSTEL analysis of IndiaThe Project Managment Office SystemNever Been Kicked Out of a Place This NiceOpen Architechture a white paperDefinition of Export QuotasRelationship between Media Coverage and Social andMarketing of Lifeboy Soap A Unilever ProductIncorporating Risk and Uncertainty Factor in Capital

Decision Analysis Business Project Case Study Example | Topics and Well Written Essays - 750 words

Decision Analysis Business Project - Case Study Example On the other hand, if James decides to start a new business, a new problem of how to start the new business presents itself. This brief report characterizes the two problems. For problem one, it weighs the benefits of starting a new business against the disadvantages and recommends accordingly. For problem two, it analyzes the different choices available for forming a new business. Given that James is 51 years, it is advisable that he starts this new business since he is about to retire. After retirement, he will not have any other significant source of income if the business will not be operational. Moreover, given the advantages of the patent, a ready market, and a method of production that costs less, the growth of the business will require his full attention. Another factor to consider is that many of his children have already finished school, hence his family operational expenses are not too high. Again, many of his family members are able and willing to start aid in the family business. Specifically, his wife can participate in the management of the business, his eldest son wants to come home and if possible follow the father’s footstep. So, for his family, and also given that the business is sure to grow due to the ready market, and for the patent that protects his young business from any potential completion he has enough reasons to start this n ew business. To do so, since he is the one who is conversant with the production process he has to be fully involved in the business. Based on the above considerations, I recommend that James starts a new business and the wife, Mary, participates in part-time and continues with her homemaker business so as to cater for family expenses at least for the first one year before the business generates income. To avoid conflicts in the future, the other children can continue earning their income except for the eldest son who has an interest in the business. The second problem requires

Mythological strategy Essay Example | Topics and Well Written Essays - 250 words

Mythological strategy - Essay Example Stories of lovers, who are not able to consummate their love in this world because of hindrances like economic or racial differences, die and become flowers or other things finally finding the freedom to express their love to each other helps explain the hope one can have in the afterlife despite the difficulties experienced in this world. The reality that is difficult to understand and accept in such a tragic event which is observed in real life brings a reader to feelings of hopelessness especially when he is experiencing similar situations. However, the consummation of a love in another world gives hope and lets a person understand the meaning of such circumstances. In mythological strategies, archetypes offer help to the readers in understanding further what is commonly observed in real situations. If a story has a hero who conquers all difficulties and villains, one is also present in real life. As villains are common in stories, life is not lacking of them. Characters and event s one could always relate to in trying to figure out life, are parts and parcels of archetypal analysis which are commonly used in mythological strategies.

Theories underpinning the change process

Theories underpinning the change process The government of Great Britain was experiencing heavy burden of giving subsidies to British Airways (BA), which was accounted for almost $900 million in 1982. Beside subsidies government was also facing immense opposition from Conservative government of owing the business; as they believed, BA to be province appropriate for and should be run by private enterprise. Environmental changes were another issue of concern due to increasing deregulation of international air traffic. Moreover, growing competitions and high varied Air fares were resulting into price wars situation and placing more risk of financial crisis for BA. Indeed there was intense pressure exerted from external environment on BA. The external pressure again imposed very widespread and massive changes to internal environment of organization. The main primary reason behind any organizational changes is due to enforcing external pressure instead need for change or internal desire (Waldbaum, 1987). Considering all these problems and concerns the government of Britain in 1982 decided to privatize BA. For making BA privatize it was essential to make BA profitable organization. This essay analyzes the organizational changes involved in BA by converting to private ownership i.e. transforming BAs culture from bureaucratic and militaristic to service-oriented and market-driven in 5 year period as presented in Fig(1). Diagnose and need for change Fig(1) (Goodstien et al., 1991) Theories underpinning the change process/Methods: TROPICS ANALYSIS: Tropics test can be utilized at very initial stage of any change for understanding the nature of change and deriving optimal solution methodology. It is effective and easy to apply as it requires very minimalistic inputs and less expense considering both time and resources. It is used by management team in giving the starting point and finding the appropriate route for implementing change (Paton McCalman, 2008). On applying tropics fig(2) the change for BA privatization was identified to be at the SOFT side of the spectrum. The few aspects were found to be hard but majority tendency lying on soft side. Considering the outcome of tropics analysis to be on soft side indicates the change process should follow Organization Development model. Factors Tendency towards Time Scales Estimated for 5 years Hard Resources Unclear and Variable Soft Objectives Clearly defined Hard Perceptions Varied and different Soft Interest Widespread among staff and government Soft Control Top management and government Soft Source Originated externally by government Soft Fig(2) (Paton McCalman, 2008). Organizational development is determined as an educational process of continuously identifying, allocating and expanding human resources in a manner for making it more usable to the organization need and hence leading improvement in the problem-solving capabilities (Sherwood, 1972). Organizational change involves three levels of change as shown in fig(3). Each level differs in their pattern of resistance and requires different strategies and methods or techniques for implementing change (Nadler Tushman, 1989). Fig(3) (Goodstien et al., 1991) LEWINS CHANGE MODEL: According to (Lewin, 1951) views, for any behaviour there is dynamic balance of forces running in opposite directions. Like, Driving forces encourage change by pushing workforce in desired direction and restraining forces resist change by pushing workforce in opposite direction. Hence, to understand the problem within the organization it is essential to analyse these forces first and then plan the strategies and goals for moving equilibrium in desired direction (Kritsonis, 2005). FORCE FIELD ANALYSIS Force field analysis is an approach for analysing group behaviour by mapping the complexity and totality of the field in which the behaviour takes place (Back, 1992). By applying the Lewins (1947) field force analysis it is clear that major restraining forces were related to workforce and involves change in human aspects. Driving Forces Restraining Forces Risk of financial crises. Change in work culture Become worlds favourite airlines New management. Become service oriented and market driven. Workforce reduction No subsidies from government by privatizing it. New service nature involving direct customer interaction LEWINS THREE-STEP MODEL: Lewins three-step model of Unfreezing, Moving and Refreezing can direct shift in balancing the direction of planned change (Levin, 1958). An adaptation of model fig(4) in BAs change process was found useful in establishing frameworks of BA change management. Fig(4) (Goodstien et al., 1991) Unfreezing: Unfreezing is the first step of change process and it is about encouraging and motivating people and making readiness to change (Schein, 1987) (Greaves, 1999). (Lewin, 1947) refers that any existing situation or behaviour is under equilibrium state supported by complex field of driving and restraining forces and to incorporate new behaviour the equilibrium need to be destabilized (unfrozen). According to (Robbin, 2003) unfreezing is important in overcoming the strains of group conformity and individual resistance. It can be achieved through three methods: firstly by increasing the driving force that drives behaviour in opposite direction of existing situation, secondly by decreasing the restraining force, finally by finding combination of first two methods. In BAs change process the first step taken in unfreezing was huge reduction in BAs workforce all over the globe. The workforce was cut down to 37,000 from 59,000. The downsizing decision was taken through consensus opinion at all levels within the BA. They believed downsizing will help in decreasing the hierarchy, at the same time giving more liberty to operating staff and easing the management process. The process of staff reduction was not that easy to execute and achieve but the effort was taken to minimise the exertion. The downsizing of staff was done in an optimistic way and with compassion. It was taken through early retirements and by giving incentives and through financial settlements. There were no laid off involved in entire system for downsizing. Interestingly, within a year staff reduction worked positive for BA. The improvement was observed in all performance indices of BA, they had timely departures and arrivals, less complaints of lost baggage etc. According to (Lancaster Lancaster, 1985) the initiated change requires sense of direction and considerable power of leadership. To facilitate patterns of behaviour for stabilizing, evaluating, and monitoring the change, the involvement of strong change agents such as system specialists and top management plays a key role in leading and making successful change process (Rasberry, 1986). With respect to change agent the second major change happened in 1881, there were two new appointments in BAs top management. The chairman of board was replaced by senior British industrialist Lord John King of Wartinbee and Sir Colin Marshall with marketing background, was a new CEO. Marshall being outsider of BAs culture and having marketing experience was able to view different perspective for BAs culture in comparison to its predecessors, who were mainly retired Air Force officers. He played a key role in the success of BAs change process. Marshall after its arrival to BA in short span decided new strategy for BA to become Worlds Favourite Airline. It was his vision and clear understanding that pointed out changes is required in BAs culture. He with his strong leadership skills and great effort executed the change. Many training programs were initiated and executed to support the unfreezing process. The main focus was on Putting People First. The training program was mainly dealt with customer interaction, in which BA personnel was in a direct contact with customers. The main aim of the program is to give the feel and understand the service nature of airline industry. It was completely different and was intended to challenge the existing BA culture. Movement: In a change process, movement step is necessary in moving the target system to new level of equilibrium. (Schein, 1996) refers movement state to be more learning and iterative approach or action that enables groups and individuals to move from less acceptable to more acceptable set of behaviour. In movement phase of BA Marshall hired Nicholas Georgiades as director (vice-president) of human resource for accomplishing and running the programs essential for implementing change. In a service climate (Schneider Bowen, 1985) indicate positive correlation between employees perceptions of human resources practices and customers perceptions and concludes human resources practices can influence service climate. Georgiades had a background of psychologist, former professor and consultant. BAs successful change effort was due to the joint leadership of Marshall and Georgiades. He created relevant programs and tactics to bring Marshalls view to reality. Georgiades had taken significant steps in the movement phase by conducting training programs for the middle and senior managers. The main aspects of the training involved were Leading the Service Business and Managing People First. Feedbacks were taken from every individual in understanding the perspective related to management practice s on the job. The main purpose of all training programs was to locate the shortcoming of current management style and to initiate the development of new process that would suit to new competitive culture of BA. It was essential of having participative management style (Marshall, 1984) for making BA organization service-based, market-driven and profit-making. Moreover, it would produce employee commitment. During unfreezing stage, diagonal task forces were extensively used on structures and system level. It mainly comprised of individual from different units and functions and exhibiting responsibilities at different level to deal with several aspects involved in change process. The aspects mainly consisted of new uniforms, new practices in staffing, need for MIS (management information system) etc. the major difference from traditional approach was introduced i.e. A bottom-up, less centralized budgeting process. In the climate/interpersonal side involved critical shift in redefining BAs business to represent service instead of transportation. Good interpersonal skills and open climate together with outstanding team-work are key features of service business (Goodstien et al., 1991). To incorporate service environment in BA, the process were developed and team-building activities were taken off-site during movement phase, which are at-present institutionalized. All these changes were successfully implemented due to top management involvement. Marshall himself introduced question-and-answer sessions during training programs. The purpose was to maintain transparency; he shared the information and also gave his opinion for the required change. The acceptance of emotional labour in movement phase was the important step. It was done through Georgiades championed, that conveyed the importance of high energy requirement to deliver quality of service in airline business to the workforce. Any emotional drain in the service can cause permanent psychological damage and critically impact to developing system for the service workers involved emotionally. Another important step was taken in creating internal change agents through retraining of internal personal staffs. The training was taken by supporting line and staff managers. It was found fruitful for managers completing the Managing People First training program in developing peer support groups. Many changes were done internally to BA structures and systems to support this movement. That included new bonus system, sharing of BAs financial gains success. The other initiatives were taken like at Heathrow Airport opening of new Terminal4 for providing more functional units for staffs. Inclusion of new training center through purchase of Chartridge House which was utilized in training staffs and providing information house for MIS enabled managers. Refreezing: Refreezing phase take place after the change has been implemented. In process-oriented studies it has been observed that the refreezing is stage strongly associated with change success (Ginzberg, 1978, p. 59). According to (Schein, 1987) it is that part of the process in which change is embedded within two separate, yet related mechanisms. The first mechanism deals with personal refreezing that implies to the extent to which the persons self-concept have incorporated change and can be integrated with rest of the personality. The second mechanism is relational refreezing that refers to employees personal change to meet the expectation of their peers, supervisor and subordinates. As per (Robbins, 2003) a view refreezing main purpose is to stabilize the new equilibrium resulted through change and that can be achieved by policies and procedures. In BAs refreezing phase, the top management by their continuous involvement and commitment ensured the change is fixed in the system. The staffs which inherited the new BA values were soon to be promoted at higher levels. For educating the workforce many additional programs were introduced. Like, for new staffs included Open Learning and orientation programs, for supervisors supervisory training etc. the training programs were also executed for executive and management levels. To focus on customer service, subordinate development and enthusiasm among staff a new performance appraisal system was introduced. The performance was calculated on both attitude and work results. Another area of BA where immense attention was paid to its symbol and in introducing new refurbished aircraft, upscale uniforms and corporate coat of arms indicating the motto We fly to serve. New teams were developed for providing consistent cabin-crew staffing instead of ad hoc approach of past. Finally, the feedback data on management practices are continuously utilized throughout the system. Analysis of managing change: The change process doesnt seem to be smooth even after BA applied Lewins model change. Since changing behaviour at both organizational and individual levels involves deviations from the existing habitual responses in producing new responses that many times creates awkward situation among involved workforce (Dentinger Derlyn, 2009). Indeed, it could lead to early abandonment of the new management style. The organization must effectively recognize and identify intervening transition state in moving from known present state to a desired future state. A careful management is very essential in the transition state when the planned change is complex and large. The essential part of this change management lies in accepting and recognizing the temporarily lowered effectiveness and disorganization that characterizes the transition state (Bechard, Harris, 1987). In BAs change process, the intensity of chaos and anger that evolved during the transitional phase has been abated and the sign of success is observed. However, many times both inside and outside BA the serious question of wisdom of process were raised due to lack in clarity of outcomes. During such period the involvement and commitment of top management are essential and very important (Walton, 1985) In order to increase involvement in such organizational changes management often require the usage of transition management team that comprises of broad cross-section of members of the organization (Bechard, Harris, 1987). Other methods that account effective involvement is usage of multiple interventions rather than just one like, using symbols and rituals to mark significant achievements and keeping the system open to feedback about the change process (Hornstein, 1971). All these techniques and methods were used in BA program. OD intervention Process consultation: Apart from the various change strategies discussed in BAs change, the considerable use was made of usual organizational development (OD) technologies which included team building, role clarification, structural changes and process consultation to facilitate change. The unique OD intervention process consultation was carried by the consultant to examine pattern of a workforce communications (Burke, 1982). It was done by direct observation of staff, meeting and at opportune times by making observations of happening changes and by raising questions. The main motto behind the process consultation was to change the closed communication style of BA and to create openness in work team. The process consultation played key role in change process and achieving the motto. IMPLICATIONS AND CONCLUDING REMARKS: Fig(5) (Goodstien et al., 1991) As shown in fig(5) BAs conversion to private ownership was found to be successful. After the change completion, BA was turn into profitable organization with the significant rise was observed in passenger, cargos and share price. The BA change effort provides understanding of social psychology perspective of the change process, that gives an important and different perspective to managers, employees etc for coping up with highly competitive environment. In BAs massive change project, the most evident observation is that the change was based on open-system thinking, phased model of managing change and multiple levels involvement for implementing change. Hence, both design and implementation of change effort was heavily dependent on understanding about nature of organization. The change process involved a multifaceted effort by using many leverage points to initiate and support the changes (Burke et al., 1984). Hence, the change process in which transition teams were involved for openness to feedback was efficiently managed and supported by top management. Moreover, the resistance created at all three levels, i.e. individual, structural and systems, and interpersonal, were effectively managed by usage of unfree zing strategies. In BA successful change process many incorporated changes worked positive in stabilizing the company. The most effective change was found in companys culture of creating strong customer-service focus which was lacking in 1982. The fact that service or marketing taken, considering customer perspective, can have substantial payoff for the organization is now endemic to the corporate culture (Hambrick Cannella, 1989). Another aspect that impacted the BAs culture was the way one manages employees that are involved in direct customer interaction, especially for ticket agents and cabin crews. LESSON LEARNT: The lesson learnt from the successful BA change to become service-oriented and market-driven: 1) The

Mobilizing a Nation: America’s Entry Into World War I :: United States History Historical Essays

Mobilizing a Nation: America’s Entry Into World War I Works Cited Missing Woodrow Wilson delivered his now-famous War Message to Congress on April 4, 1917. Four days later, Congress declared war and the United States became a formal partner in the war to end all wars. As the Wilson administration was to discover, however, declaring war and making war were two very different propositions. The former required only an abstract statement of ideals and justifications and a two-thirds Congressional majority; the latter required the massive mobilization of virtually every sector of American society - military, industrial, and economic, as well as public opinion. The Wilson administration sought to accomplish this daunting task in two concomitant and interdependent fashions. First, it undertook an unprecedented assumption of federal control and regulation. The federal government established an array of bureaus and agencies endowed with sweeping powers to regulate the nation’s economy and industrial production. Furthermore, it passed a ser ies of laws designed to support these agencies and to stifle what it deemed subversive antiwar opinion and activity. Second, and of equal importance, the administration appealed to the public’s patriotism and sense of civic responsibility, effectively encouraging volunteerism in both the public and private sectors. Each of these tacks was bulwarked by a pervasive dose of pro-war government propaganda. In the end, in terms of raising an army, mobilizing the economy and influencing the outcome of the war, the administration’s mobilization efforts were largely successful. However, there were significant consequences to the government’s actions, most acutely in the realm of civil liberties, both during and in the aftermath of the war. One of the earliest examples of federal muscle in wartime mobilization was the passage of the Lever Act in August 1917. The act gave the president the power to regulate supplies and prices of food and fuel by creating two new government agencies: the United States Food Administration and the United States Fuel Administration, headed by Herbert Hoover and Harry Garfield, respectively. Hoover and Garfield operated with â€Å"virtually unlimited power† and used the implicit threat of federal nationalization to regulate prices and cajole producers into increased production and conservation (Zeiger, 72).

‘Closing the Gap’ for Indigenous Australians Essay

The issue of ‘Closing the Gap’ for Indigenous Australians is addressed through each aspect of the 1986 Ottawa Charter as it provides a framework upon which to base numerous policies and procedures which tackle the implementation of social justice principles in relation to health promotion. Developing personal skills enables individuals to access information and become empowered to claim their rights. Education of this sort can happen informally and formally. Many Indigenous Australians are disengaged at school, as evident by the overall low rates of attendance of the major schools, as well as markedly lower levels of academic achievement. Indigenous students are also less informed about higher education opportunities than non- Indigenous students, which in turn have detrimental effects on their occupational opportunities later in life. In order to improve the responsibility of Indigenous student’s participation in learning, the Literacy and Numeracy NP Agreement aims to improve literacy and numeracy outcomes of students in schools with low levels of achievement. This partnership demonstrated particularly strong improvements. For example, the proportion of Indigenous students at or above the national minimum standard improved by 11. 4% for year 3 reading in Queensland, around 17% for year 7 Reading in Western Australia and approximately 16% for year 3 in the Northern Territory. These statistics portray the vital role education plays in developing personal skills, in order to enable individuals with equitable opportunities to other non-indigenous students across the country. Through access to education, individuals have greater advantages to enhanced occupational opportunities, and therefore becoming more active in their community, engaging health promotion actions and building healthy public policies. Encouraging and supporting an increase in the participation of Indigenous Australians in the health workforce is an important workforce development strategy, as well as an essential goal to pursue for equity reasons. By ensuring that non-indigenous health professions improve their knowledge of Indigenous health issues, the Government is not only creating more diverse informed opinions and experiences in health issues throughout communities, but also advocates greater community action. One way this is achieved is through the National Indigenous Health Workforce Training Plan, which provides mentoring and networking for young indigenous doctors and nurses, a network of indigenous community controlled training organisations for Aboriginal Health Workers, and the establishment of the new Aboriginal Health Worker Association. In addition to this, the Puggy hunter Memorial Scholarship Scheme encourages more indigenous Australians to enter health professions, and proves to be successful as the number of scholarships allocated in an academic year to support Indigenous Australians to study health-related disciplines increased from 215 in 2008 to 275 in 2012. This improvement depicts the importance of Indigenous participation in the health workforce, not only to enhance educational opportunities but also to provide a more comfortable and supportive environment for Indigenous individuals seeking medical advice and creating a stronger relationship between Indigenous and non-Indigenous practitioners. In order to create supportive environments, a level of community action must be attained to raise awareness of people’s rights, promote equity and facilitate participation by community members. One method of strengthening community actions is by implementing Community Justice Groups, working on local issues, in cooperation with police, courts, probation services and juvenile justice, and the prevention of crime through programs and activities. Since the establishment of the Kowanyama and Palm Island justice group in Queensland in 1994, as evident from police statistics, court records and community sources, there has been a significant reduction in juvenile crime. This, in turn creates a much more positive community surrounding, empowering the right to a supportive, and comfortable environment, by participating the community members to strengthen public action. This recognition of participation in community action and the importance of comfortable surroundings for the forward moving health promotion of Indigenous Australians are essential in the strategy of creating supportive environments. Poor housing is a major contributor to inadequate, unsafe living conditions that lead to the spread of infectious diseases, however many indigenous Australians live in insufficient, overcrowded houses, often in remote areas. A lack of access to health services, due to living in rural areas, results in the unavailability of essential health information on everyday living, such as safe and healthy housing. The Fixing Houses for Better Health development policy has implemented a series of projects, aiming to improve the health of the Indigenous Australians’ living in remote areas, by improving the physical environment in which they live and maintaining this overtime. A series of FHBH projects have assessed and fixed health hardware in 2 400 houses across Australia, improving health and reducing infectious diseases such as diarrhoea, skin infections and pneumonia, as well as protecting residents from electrocution, fire, gas leakage and exposure to contaminated waste-water. By employing more than 400 local indigenous people on the on-going work projects, and ensuring they receive ‘on the tools’ training on basic maintenance, this not only provides individuals access to healthy lifestyle information, but also supplies the community with a comfortable and familiar work environment. Another imperative concept that promotes equity and improves access to health services by supporting disadvantaged Indigenous Australians is reorienting health services. The Aboriginal Maternal and Infant Health Strategy targets pregnancy and postnatal programs for Aboriginal women and infants, providing a state-wide training and support program for midwives and Aboriginal health workers. Through the successful implementation of Indigenous care givers, developed partnerships with other organisations and using the multidisciplinary team approach, overall health improvements are clearly evident. For example, in relation to indigenous women, the births to women aged less than 20 years has decreased, the proportion attending their first antenatal care visit before 20 weeks development increased significantly and the proportion reported smoking in the second half of their pregnancy decreased. These measures suggest that with the access and support of healthy information and health professions, individuals are enabled to take the responsibility of using the knowledge provided by health services and develop the skills necessary to practice them. It is therefore clearly evident that with the assistance of the Ottawa Charter and social justice principles, the gap between Indigenous and non-Indigenous Australian’s is narrowing. Greater health promotion and a deeper understanding of different cultures is enabling Australia to build towards a healthier nation.