Wednesday, January 29, 2020

Conflicting perspectives Essay Example for Free

Conflicting perspectives Essay Before initial reading: The comments to the right are my thoughts and questions on phrases I have placed in the essay and how appropriate they would be. Analyse the ways conflicting perspectives generate diverse and provocative insights. All texts composed convey an agenda which is based on the composer’s context. William Shakespeare’s Julius Caesar, Jason Reitman’s satirical film Thank You For Smoking (2005) and George Orwell’s Animal Farm (1945) all use conflicting perspectives to convey their agenda by generating diverse and provocative insights. Conflicting perspectives are generated through the use and potential abuse of power, manipulation and the contrast between public and private personas and thus the responder is positioned to accept the perspective the composer has deemed to be valid. The use and abuse of power, the use of manipulation to gain power and the contrast between public and private personas are explored through the portrayal of conflicting perspectives. It can be seen that the responder is positioned to †¦.. the point you’re trying to make is that the use of conflicting perspectives allows for some ambiguity in the portrayal of these themes but you might then say that ‘ultimately we are positioned to accept that†¦Ã¢â‚¬â„¢ and then you could specify exactly what. Shakespeare’s play Julius Caesar demonstrates conflicting perspectives on the nature of power. Shakespeare utilised this play as a commentary on the political situation of the time regarding the monarch of Elizabeth I. Elizabeth had gradually increased her power at the expense of the aristocracy and House of Commons, giving rise to political disputes. Likewise, Caesar has been granted dictatorial powers in the Roman Republic but he is not presented to have misused his power. Instead, Caesar’s hubris is more prevalent this which is seen to be the catalyst for the potential misuse of power. Brutus is aware of this and his idealism for a Roman Republic leads him to join the conspirators, shown in his soliloquy in Act Two Scene One. Brutus uses extended metaphors of a ladder and serpents in order to question Caesar’s ambition in conjunction with power. Brutus states  that ‘young ambition’s ladder [cause him to] look into the clouds, [leading him to] scorn the base degrees by which he did ascend’. Brutus also considers Caesar ‘a serpent’s egg, which would grow mischievous, and kill him in the shell’. The imagery of killing before birth reveals that Brutus is willing to remove Caesar before any tyrannical tendencies take place, suggesting that the assassination was unjust. Brutus would later attempt to justify the assassination that ‘because [Caesar] was ambitious, I slew him’. The conditional language and use of logos in demonstrating a clear cause and effect convinces the audience at Caesar’s funeral oration that the assassination was just, based on the declarative mood in their reaction that ‘Caesar was a tyrant’. However an alternative perspective is displayed through Antony. Even with Caesar’s dictatorial powers he has not seen any way in which he has abused his position, forming the basis of his defence of Caesar in his funeral oration. He uses conditional language by questioning ‘if Caesar was ambitious’ and he uses logos in presenting Caesar’s lack of ambition. Antony draws on examples such as ‘he thrice refused [the crown]’ and when coupled with the rhetorical question ‘did this in Caesar seem ambitious?’ he questions the view of the responders by providing a logical response to Brutus’ ill-based accusations. Antony is able to demonstrate Caesar’s lack of ambition and hence Caesar’s just use of power for the good of Rome. As a result Shakespeare presents two conflicting perspectives on power which generates diverse and provocative insights into his context. George Orwell’s Animal Farm also evokes similar ideas but its context as an allegory for the Stalinist rule of Soviet Russia must also be considered. George Orwell explores the notion of the corrupting nature of power in his allegorical novel (or political satire) ‘Animal Farm’. The allegory is a criticism of Soviet Communism tracks the rise of Napoleon, representing Stalin after the overthrow of Mr Jones, representing the last Tsar of Russia, Nicholas II. and how his power is seen to slowly corrupt prompting in its abuse. At the beginning of the allegory/fable the animals are seen to be harbouring discontent against their autocratic ruler of Mr Jones through their plotting to overthrow humans out of their farm. Major states with a declarative mood that they should ‘remove Man from the scene, and the root cause of hunger and overwork is abolished forever’. This connotes that Mr  Jones has abused his powers in allowing the poor conditions for his working animals. After the animals have revolted against Mr Jones the original commandments of Animalism are created, calling for the equal distribution of power as ‘all animals are equal’. However Napoleon’s use of intimidation through brute force upsets the equality and with the exile of Snowball Napoleon is left in a position of absolute power. Napoleon’s guard dogs are used as a motif to symbolise his power as even after his initial deployment of his dogs against Snowball ‘the dogs growled so threateningly that they accepted his explanation without any further questions’. Napoleon’s power is also seen to corrupt him and he is ironically presented as to be simply a replacement for Mr Jones. Through reverting the name of the farm back to ‘Manor Farm’ Orwell perceives that the situation the animals are in do not differ from the reality of life under Mr Jones. Napoleon’s ‘transformation’ into a man is seen to represent this as the animals ‘look from pig to man, from man to pig, and from pig to man again, but already it was impossible to determine which was which’. The repetition and inversion of the order of ‘pig’ and ‘man’ highlight the confusion the animals have over their present reality. This illustrates the corruption of power in Napoleon and with this Orwell is suggesting that life under Stalin was no different than from Russia’s previous autocratic ruler of Tsar Nicholas II. Consequently Orwell’s use of conflicting perspectives over the issue of power in an allegory is able to provide a commentary of Orwell’s perspective of the nature of Stalinist Russia. Good – you clearly analyse and show the changed perspective of Napoleon but revise and consider how to clearly identify the conflicting perspectives. Julius Caesar demonstrates how a conflict between public and private personas can result in conflicting perspectives of characters. Act One Scene One introduces the idea of conflicting perspectives within personas with the Senators Flavius and Murellius and their perception of the commoners. The Senators clearly see the commoners as inferior with their descriptions as of them as ‘vulgar’ and ‘the basest metal’. This juxtaposes the positive diction used by them to describe the commoners as ‘good countrymen’ when they are in the public sphere, suggesting that the patronising tone used had the sole purpose of gaining support from the commoners. However Antony is  the character that conceals the deepest division between public and private personas, demonstrating his Machiavellian nature. His public persona is presented toas supportive of the assassination by being supportive of the conspirators as he states that ‘it would become me better than to close in terms of friendship with thine enemies’. Give a bit more info of context. Who does he say this to? However his antithesis is indicated through his ‘hope that you shall give me reasons why and wherein Caesar was dangerous’. How? This is implied to be a signal of support from Antony towards the conspiratorshow? but it hid his inner motives of his desire offor conflict against the conspirators. His private persona is presented to be heavily opposed to the assassination and he calls for ‘havoc’ and ‘let slip the dogs of war’, with the violent imagery clearly stating his intention and perspective of the assassination. Mention that this is in a soliloquy before the oration and what we learn. His private persona is reflected in his funeral orations where he repeatedly implies his disagreement with the assassination but never explicitly stating his stance. Initially he states that he ‘comes to bury Caesar, not to praise him’, but this is juxtaposed with his questioning tone and use of rhetorical questions that serve the purpose of suggesting the lack of justice in the assassination. Eg? His private persona comes into full view by the conclusion of his oration where through pathos he calls the ‘stones of Rome to rise up and mutiny’. Link to the dogs of war comments.This perspective of encouraging mutiny is therefore in direct contrast with his interactions with the other conspirators. Explain where. As a result conflicting perspectives are shown also within the characters in order to generate diverse and provocative insights. Similarly, Jason Reitman’s satirical film Thank You For Smoking also projects similar ideas regarding public and private personas. The film is a satire onof the perception of cigarettes and tobacco but not to the extent in which it is condoned, due to the fact that no character in the film is seen smoking. Conflicts in private and personal personas are seen through the protagonist of Nick Naylor with his public support of cigarettes and questioning of its associated health issues, juxtaposed with his private persona where he openly admits to smoking-related health issues. This issue is displayed through Naylor’s criteria for winning an argument, that ‘I  proved that you’re wrong. And if you’re wrong, I’m right’extend this quote with film techniques used at this point. His public persona has a distinct lack of integrity as he provides false promises on the nature of his employer, the Academy of Tobacco Studies. This is shown at the beg inning of the film where on a talk show he promises ‘50 million dollars to encourage kids not to smoke’. This is done despite it being completely contradictory to the perspectives of his employer who asks him ’50 million dollars? Are you out of your mind?’ The anger of his boss on promising the sum of money is seen through the closeup of his face as well as his questioning tone. However Naylor’s private persona admits to the health issues associated with smoking. In a meeting with the MOD group (Merchants of Death, constituting people from America’s firearms, alcohol and tobacco industries) in the film they discuss deaths directly attributed to their industry in order to gauge America’s most hated industry. Naylor boasts that ‘my product puts away 475 000 a year’ and he gloats that the level of alcohol related deaths is miniscule in context ‘100 000 in a year? Wowee a tragedy. Excuse me if I don’t exactly see terrorists getting excited kidnapping anyone from the alcohol industry’. The unconcerned facial expression coupled with the mid-close up shots of Naylor displaying no emotion and the comparison of deaths to terrorism demonstrates the complete disregard of human life. You need to comment on the use of satire as a way to highlight the conflict between what is said on screen and the purpose of the film maker. This is exemplified by the fast transition of shots in the conversation indicating the competitiveness of the argument. This scene is a satire ?on the perceived lack of moral concern demonstrated by tobacco industry through its use of absurdist behaviour, mainly instigated by Naylor. Therefore Naylor’s contradiction between his public and private personas is also another medium used by Reitman in order to convey conflicting perspectives on his satire of the tobacco industry. Manipulation is one central concern in Julius Caesar which generates conflicting perspectives. Cassius is able to manipulate Brutus into firstly believing the idealism of his cause and thus joining the conspirators and enacting Caesar’s death. Brutus is presented to be an idealistic character as he ‘loves the name of honour more than I fear death’. The antithetical  language of ‘honour’ and ‘death’ demonstrates that he has cast himself as the honourable idealist, and when coupled with Brutus’ fear that Rome ‘chooses Caesar as their king’ Cassius is free to manipulate him into joining the conspirators. He uses hyperbole to exaggerate Caesar’s status and he juxtaposes images of him being both a ‘Colossus’ and a ‘sick girl’ in order to prove his weakness to Brutus. Cassius also appeals to his idealistic nature. His monologue contains the epistrophy epistrophe ‘one man’ that reveals Caesar’s true power, that only ‘one man is Rome’. This position is different to the democratic Roman Republic that Brutus represents and admires and he is slowly manipulated to join the conspirators. Manipulation is also seen to demonstrate the power of language, seen through the differing funeral orations of Brutus and Antony. Initially the commoners are irate onabout Caesar’s assassination and the declarative mood presented through ‘we will be satisfied’ highlights their anger but it also serves as a point of juxtaposition. Brutus’ use of logos convinces the crowd that he ‘loved Rome more’ than Caesar through posing rhetorical statements that question the loyalty of the commoners and Caesar’s supposedly true nature. Immediately following his oration the commoners immediately affirm that ‘Caesar was a tyrant’, with this declarative statement juxtaposing heavily with the sentiment displayed in the first line of the scene. However the crowd are manipulated again by Antony to subscribe to his point of view. He adopts a questioning tone throughout his oration in inquiring onabout the validity of Brutus’ statements in order to not directly oppose Brutus but let his audience question their own perspectives. He repeats the phrase ‘Brutus says he was ambitious, and Brutus is an honourable man’ but the repetition of the phrase combined with the logos in his argument in proving Caesar’s lack of ambition therefore hint at the invalidity of Brutus’ argument. Further on in his oration Antony also uses metaphor to describe Brutus, that he was ‘Caesar’s angel’. This image is contrasted with the assassination, the ‘most unkindest cut of all’ and this contributes to the sentiment of betrayal with Brutus that assists in manipulating the audience. By the conclusion of the speech the commoners are united with one common purpose, shown in the stage direction in that all the commoners state ‘We’ll mutiny [against Brutus]. Anto ny’s rapid manipulation of the crowd demonstrates the power of language  and how it can be used to shape perspective. The manipulation of the animals in Animal Farm also conveys similar sentiment. Orwell utilises a cyclical structure of the allegory in order to demonstrate the power of manipulation instigated mainly by the antagonist of Napoleon and his spokesperson of Squealer. Orwell’s use of the text as an allegory of Soviet Russia creates a chilling context for the reader due to the fact that manipulation was repeated in Stalin’s rule of Russia, leading to the subjugation of the citizens of the Soviet Union. The pigs of Napoleon and Snowball quickly establish themselves as the superior class in the new ‘classless’ society of Animalism. Their superior intellect immediately allows them to create a simplified maxim for Animalism, which was to be ‘four legs good, two legs bad’. The sheep, representing the uneducated class, immediately begin to circulate this simplified form of Animalism and their attitude is reflected in the sheep ‘bleating this onfor ho urs on end’. The onomatopoeia exemplifies the repetitive nature and submissiveness in accepting this maxim and thus of the commands set by Napoleon throughout the allegory. Motif as well? The commandments of Animalism is used as a vehicle to demonstrate the manipulation of the animals. The commandments are changed repeatedly throughout the allegory to manipulate the common animals and their ‘poor memory’ as well as their naivety contributes to their ultimate acceptance of the new norm. The first notion of this manipulation is done when the pigs move and reside in the farmhouse. The new commandment reads ‘no animal shall sleep in a bed with sheets’, with the ‘sheets’ clause added. The character of Clover demonstrates the naivety of the animals in general as she ‘had not remembered if it mentioned sheets, but as it was there on the wall, it must have done so’. The high modality of ‘it must have done so’ contrasts her failure to rememb er the commandment. Squealer’s immediate entry in justifying the change in the commandment is another example of manipulation as he uses his intellectual superiority and logos in order to influence his listeners. He states that a bed ‘is simply a place to sleep in’ and not a physical construct and his argument juxtaposes the affirmation at the establishment of Animalism that the commandments were ‘unalterable laws’. The death of the character of Boxer also reveals the extent of Napoleon’s manipulation. Boxer is a follower of Napoleon throughthe adoption of the motto ‘Napoleon is always right’ which, when combined with his hardworking nature, should warrant great care and respect from the pigs. However when Boxer falls ill he is taken to the ‘horse slaughterer’ to be killed in exchange for money. This reality, witnessed by the animals, contrasts the explanation of Squealer in that ‘the van had previously been the property of the knacker, and had been bought by the veterinary surgeon’. By the conclusion of the allegory Napoleon’s power has become increased to such an extent that even the commandments of Animalism are shown to reflect the changes in that ‘all animals are equal, but some animals are more equal than others’. The paradoxical nature of this statement juxtaposes the original idealistic thinking based behind the creation of Animalism and demonstrates the extent of the manipulation of the animals. The animals are not aware that they are living in conditions very similar to life under Jones which forms the basis of Orwell’s cyclical structure of the allegory. The bending of the truth by the pigs as well as the willingness of the animals to accept this reality highlights the vast extent and impact of manipulation. Thus manipulation is another medium in which conflicting perspectives can be revealed. Composers of texts use conflicting perspectives in order to generate diverse and provocative insights into their context. These perspectives are shown to favour one side and they can provide an insight into the opinion of the composer on issues affecting their context. This is seen in Julius Caesar, Thank You For Smoking and Animal Farm where the composers, through their portrayal of power, public and private personas and manipulation that form the basis of conflicting perspectives. This is excellent overall. However, there are things you can do to improve. The analysis of AF is almost longer than Caesar. You must mention the end of Caesar in your analysis. There doesn’t seem to be at least one quote from Acts 4 or 5. Find a couple and use them. In the first body paragraph on power, use quotes for Antony from elsewhere in the play, not just the oration. Eg comment on the deification of Caesar at the start and how stage directions are used by Shakespeare to contrast the views of the commoners/Antony/ and Cassius/Brutus and others. Give an example of where we  see Caesar’s hubris ‘northern star’†¦ and contrast that with his humility elsewhere. Shakespeare is always offering contrasting views and creating ambiguity. However, comment also on how we are finally positioned at the end of the play. If discussing Brutus’s hubris, mention the tragic structure. Contrast the way this character is presented at the beginning, middle and then the end when we see the consequences of both his idealism and hubris when he fights with Cassius and dies and then the final comments by Antony. When writing about Antony, consider the way he is presented as loyal, then angry and vengeful about the murder of Caesar, then pitiful, then scheming and manipulative. Take quotes from a range of places throughout the whole play to give the reader a better understanding of the narrative arc of this character. The final paragraph on AF could be edited. It is very long and veers away from the idea of conflicting perspectives in the middle and becomes an analysis of the novel. Throughout the discussion, you could make links between it and Caesar to remind the reader of your point. Email if you have questions.

Tuesday, January 21, 2020

Productivity in The US :: essays research papers fc

Productivity in the U.S. and What the Government Must Do   Ã‚  Ã‚  Ã‚  Ã‚  John sits at home each night with his wife and two children and watches the news. He listens as experts on the economy tell him that the economy is growing and that the GDP is growing. He wonders how this can be, because he lost his job months ago and has not been able to find work since. Has the very country that John lives in moved on and left him behind? This is the question that many Americans are asking themselves, and many more will be soon. In the 1960s and early 90s productivity in America increased by record amounts. The nation was prospering, people had jobs, and they were spending their money. All of this was done by simple government intervention. Now America is looking at another rise in productivity, but this time it may be a little bit different unless the government takes the proper steps.   Ã‚  Ã‚  Ã‚  Ã‚  The 1960s was a period of prosperity for the America. This was largely due to policies and the tax cuts that President Kennedy initiated at the beginning of the decade. His tax cuts were successful in lowering unemployment, encouraging people to invest more, and making the overall economy improve. To begin a period of prosperity there must be something to start it off. A tax cut gives people an incentive to work, save, and invest. President Kennedy said, â€Å"A rising tide lifts all boats† (Garfield, 1). This is proof that the government can have a big role in the economy. The Kennedy administration cut business taxes as well as investment taxes. This caused the Gross Domestic Product to grow by 4.5 percent in the 60s as compared to only 2.4 percent from 1952 to 1960 (Garfield, 3). Many people were worried that these tax cuts would raise the deficit, which makes since because lower taxes means the government will receive less money. However this was not tr ue. The tax cuts increased spending and investment to much that the government’s revenues increased 6.4 percent as compared to 1.2 percent from 1952 to 1959 (Garfield, 3). This proved that cutting the taxes can stimulate the economy enough to raise the government’s budget. This intervention by the government raised the standard of living for American citizens as well as increasing government revenue.   Ã‚  Ã‚  Ã‚  Ã‚  President Bush has cut the taxes himself. However these tax cuts are far different from those of the 1960’s. Productivity in The US :: essays research papers fc Productivity in the U.S. and What the Government Must Do   Ã‚  Ã‚  Ã‚  Ã‚  John sits at home each night with his wife and two children and watches the news. He listens as experts on the economy tell him that the economy is growing and that the GDP is growing. He wonders how this can be, because he lost his job months ago and has not been able to find work since. Has the very country that John lives in moved on and left him behind? This is the question that many Americans are asking themselves, and many more will be soon. In the 1960s and early 90s productivity in America increased by record amounts. The nation was prospering, people had jobs, and they were spending their money. All of this was done by simple government intervention. Now America is looking at another rise in productivity, but this time it may be a little bit different unless the government takes the proper steps.   Ã‚  Ã‚  Ã‚  Ã‚  The 1960s was a period of prosperity for the America. This was largely due to policies and the tax cuts that President Kennedy initiated at the beginning of the decade. His tax cuts were successful in lowering unemployment, encouraging people to invest more, and making the overall economy improve. To begin a period of prosperity there must be something to start it off. A tax cut gives people an incentive to work, save, and invest. President Kennedy said, â€Å"A rising tide lifts all boats† (Garfield, 1). This is proof that the government can have a big role in the economy. The Kennedy administration cut business taxes as well as investment taxes. This caused the Gross Domestic Product to grow by 4.5 percent in the 60s as compared to only 2.4 percent from 1952 to 1960 (Garfield, 3). Many people were worried that these tax cuts would raise the deficit, which makes since because lower taxes means the government will receive less money. However this was not tr ue. The tax cuts increased spending and investment to much that the government’s revenues increased 6.4 percent as compared to 1.2 percent from 1952 to 1959 (Garfield, 3). This proved that cutting the taxes can stimulate the economy enough to raise the government’s budget. This intervention by the government raised the standard of living for American citizens as well as increasing government revenue.   Ã‚  Ã‚  Ã‚  Ã‚  President Bush has cut the taxes himself. However these tax cuts are far different from those of the 1960’s.

Monday, January 13, 2020

Organizational Diagnosis

Organizational Diagnosis Are companies at the competitive edge problem free? Do any organizations work flawlessly? Not in the real world. How do the winners overcome their problems? What distinguishes them from other companies? How do they survive while others flounder or fall? Like other organizations, winning companies often reach for easy-answers and quick fixes. But if these short-cut responses miss their mark, winners keep searching for solid solutions. They delve more deeply into the situation, ultimately uncovering the root cause. Top performers distinguish themselves by the way they tackle organizational problems by using organizational diagnosis to make positive changes for the future of their business (Long Term Success through Deep Organizational Diagnosis, 2007). Data collection: The purpose of a diagnosis is to identify problems facing the organization and to determine their causes so that management can plan solutions. The first step in diagnosing an organization is to determine what/where the problem is by using data collection. It is very important to acknowledge that there is a problem and it needs solving more on a long term basis in order to keep the future of the organization prospering. The collection of data should begin in areas in which management believes the problems exist. After the data is collected, leaders can more easily identify where the issues lie and begin to resolve them (Beer and Spector, 1993). Data collection can be done by doing a systematic analysis where McKinsey’s 7-S framework can be applied. The change agent at this point strategically analyzes and formulates diagnosis questions. The elements of the strategy are as follows with examples of typical questions that decision makers will need to answer in their quest for change (Business Diagnostic Questions – â€Å"Seven S† Model Framework, 2007). Strategy: the plan devised to maintain and build competitive advantage over the competition. †¢What are the main strategies in moving this organization to being more successful? †¢What are the key short-term goals to achieve these strategies? Structure: the way the organization is structured and who reports to whom. †¢Describe the roles of the main departments. What kinds of role/turf issues occur between departments? †¢What kinds of communications issues occur between departments? †¢What key things are done in the organization to help integrate various functions and departments that are interdependent? †¢How does the structure help/hinder this organization in accomplishing its strategy? What is being done about this now? Syst ems: the daily activities and procedures that staff members engage in to get the job done. †¢What are the 5 most important system problems that if solved or improved would significantly improve profitability or organizational effectiveness? Why? What are you doing about these issues now? Style: the style of leadership adopted. †¢How are important decisions made in this organization? †¢How does top management communicate with key staff? How does it communicate with the labor force? †¢What are the key expectations for how your key people and labor force should behave? †¢How would you describe the organization's style of management? How would others differ in their assessment of that style? Skills: the actual skills and competencies of the employees working for the company. †¢What key knowledge and skills are needed to succeed in this business/organization? Why? How is that expected to change over time? †¢How would you assess the organization's curren t strengths and weaknesses against the needed knowledge and skills? †¢What challenges does the organization face in strengthening or maintaining this match between knowledge and skills needed now and in the future? †¢What is the organization doing about these issues now? Staff: the employees and their general capabilities †¢Describe the strengths and weaknesses of the organization's key people. †¢Describe their most important roles in the organization. †¢Who of these are most important to the success of the business/organization? Why? †¢What are you most concerned about regarding the quality of the key staff? Why? †¢Describe the strengths and weaknesses of the organization's labor force. †¢What are you most concerned about regarding the quality of the organization's labor force? †¢What is being done about this now? Shared Values: called â€Å"superordinate goals† when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. †¢If the business/organization were operating almost perfectly, describe the key things that would be happening? If I were invisible and walked through the organization, what would I see that contributed to this success? †¢If I were invisible and could sit in on a number of conversations between the top 10 people and their staff, what themes would I hear? †¢If this organization were wildly successful, where would it be in 10 years? †¢If you were thinking of selling this successful business/organization, how would you want to be able to describe it to prospective buyers? †¢How would you describe the mission of this company to your prospective buyers Organization’s readiness for change: Once management admits that there are problems that need to be resolved, and then comes the question of whether the organization is ready to change. Organizational readiness is a state of preparedness which includes the psychological and behavioral aspects for change. This requires having the necessary knowledge, skills, resources, and support. An organization’s readiness for change will determine its ability to attend to environmental signals for change as well as its willingness to listen to internal voices saying that change is needed (Cawsey, Deszca p. 101). It is important for senior management to address the likelihood of change and communicate it effectively with the rest of the organization. Employees are more apt to support change if they are ready to make changes. This means they believe in the changes, have the time and energy to invest in the changes, and the organization is ready to support the changes. More important, the greater the complexity of the implementation task, the great the importance or organizational readiness for change. Creating awareness for change: Change leaders can create awareness of the need for change in several ways. The first method involves making the organization aware that it is in or near a crisis or creating a crisis that needs to be solved (Cawsey, Deszca p. 104). Most people will welcome the change more easily if they know that their future is in jeopardy if they don’t accept the change. A second approach to enhancing the need for change is by identifying a transformational vision. Transformational visions tap into our needs to go beyond ourselves, to make a contribution, to do something worthwhile and meaningful, and to serve a greater good (Cawsey, Deszca p. 105). This type of awareness mechanism has the potential to gain positive feedback and negative feedback. People who support it are those individuals who are interested in making things better than they are. The people who oppose it simply don’t find it realistic and believe the change agent is proposing the change for their own benefit. A third approach to the enhancement of the need for change is through transformational leadership. This type of change makes the most sense to people because it is the leaders of the organization who makes all the decisions. If something is not going well, the leaders are the first to blame. It is important to note that when using any of the three approaches, the change agent needs to be well prepared when entering any type of discussion dialogue about the change. The people in the organization need to trust the change agent and believe in the proposed change therefore, the change agent should have all the right skills to get their point across to the people involved. Vision for change: When the organization is ready to make a change, it is very important for the change agent to provide a clear and detailed vision of the change. Vision is about action. Vision can empower both leaders and followers to implement change (Vision and the Management of Change, 2008). Change leaders use change visions to create and advance the mental picture they have of the future and to provide directional guidance for others that they need to enlist in the enterprise (Cawsey, Deszca p. 110). Vision can provide both a corporate sense of being and a sense of enduring purpose. Without a sensible vision, change efforts can dissolve into a list of confusing projects that take the organization in the wrong direction. It is important that the vision be easy to communicate. Once an effective change vision is in place, the change agent can begin to expand discussions to a broader audience or organizational members, paying careful attention to their reactions, suggestions, and alternatives (Vision and the Management of Change, 2008). It is also vital for the change agent to be aware that some people in the organization will understand the vision and want to help transform the organization, but they can’t. The change agent must remove blocks to change, call for new behaviors consistent with the vision, and most importantly, visibly reward the new behaviors (Vision and the Management of Change, 2008). Approval for change: Once the vision for change is in place, the change agent needs to find the best way of winning the approval for the change project. When outlining all the elements of the change project, the change agent needs to pay careful attention to managing scope. Allowing the project’s scope to change mid-course usually means added costs, greater risks and longer duration. Many projects fail due to poor scope management (Scope and Change Control, 2005). A successful change agent understands that rigorous scope control is essential to deliver projects on time and on budget. The scope of the project should be clearly defined both in terms of its deliverables and in terms of how it will operate. This scope definition will form the baseline against which potential changes are assessed and against which the project’s performance is measured. In the definition, the change agent should also include factors that could lead to scope change. If possible risks exist; they should be identified in the definition because this will make the decision-makers more likely to allow changes if it became necessary and it will save costs in the long run (Scope and Change Control, 2005). Feedback: The final step for the change agent is to be open to continuous feedback. Change does not come easily to everyone in the organization. The change agent needs to be aware of all the criticism and concerns of the people involved in the change in order to keep people motivated and keep the business running in a positive matter. Employee involvement is a necessary and integral part of managing change. Managing change is not a one way street. Feedback from employees is a key element of the change management process. Analysis and corrective action based on this feedback provides a robust cycle for implementing change (Change Management, 2006). Feedback also allows the change agent to stand back from the entire program, evaluate successes and failures, and identify process changes for the next project. Conclusion: An organizational diagnosis can be a valuable and revealing process, if properly approached, and if an organization is willing to take full advantage of it. Ultimately, what you’re trying to accomplish with an organizational diagnosis is a performance check on each of all the moving pieces (Grossman, 2009). During this check, for instance, you will want to examine those pieces that serve to help create the culture of the business and help drive things forward. Therefore, the key thing with organizational diagnosis is to help utilize a change effort that will benefit the health of the company as a whole and help it maintain its competitive advantage. The overall goal of an organizational diagnosis is to apply what should be happening within the organization, so that the effect is improved business performance overall. References: Beer, M. & Spector, B. (1993, July/August). Organizational diagnosis: its role in organizational learning. Journal of Counseling and Development. 71(6) 642-650. Retrieved from the City University Student Website. Cawsey, T. , & Deszca, G. (2007). Toolkit for organizational change. Thousands Oaks, CA: Sage Publications. Grossman, David. (2009). The Genesis of an Organizational Diagnosis: It’s All about Improving Performance. Retrieved on February 20, 2010 from: http://www. hrtools. com/insights/david_grossman/the_genesis_of_an_organizational_diagnosis_its_all_about_imp roving_performance. aspx Business Diagnostic Questions. (2007). Seven S Model Framwork. Retrieved on February 20, 2010 from: http://www. change-management. net/7smodel. htm Change management – The systems and tools for managing change. 2006). Retrieved on February 20,2010 from: http://www. change-management. com/tutorial-change-process-detailed. htm Long Term Success through Deep Organizational Diagnosis (2007). Retrieved on February 20, 2010 from: http://www. hrconsultant. com/aw/aw_ter_long_term_success. html#top Scope & Change Control (2005). Retrieved on February 18, 2010 from: http://www. epmbook. com/scope. h tm Vision and the Management of Change. (2008). Retrieved on February 18, 2010 from: http://www. au. af. mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch19. html Organizational Diagnosis Organizational diagnosis is the process of analyzing a company, recognizing what problems the company may have, what strengths the company exhibits, the employees receptiveness to change and how to restructure and implement change to correct any problems. This is done to keep the company from losing money, possibly going under and also to keep the company competitive in a highly competitive marketplace. The process of an organizational diagnosis is generally performed in a few stages. First, the parent company employees a group of external consultants and researchers to visit the company.The researchers will usually begin their work with a reconnaissance stage. The consultants will spend some time at the organization getting to know the workers and gaining an initial impression of the company and how it operates. This is done by simply spending time talking with employees, observing day to day behavior and speaking with management. Following the initial research, the consultants will meet with the organizational clients to develop a written plan of expectations and goals that the organization is wishing to achieve.Generally, companies will hire the consulting firms because they have a problem or series of problems that they need to correct and are unsure of the best way to implement the change successfully. Consultants are a group of skilled workers that are highly educated in management, human psychology, sociology and organizational behavior. Sometimes it is best to hire a non- biased group of consultants that can observe the company from an external perspective in order to find the best course of action to resolve the problems at hand.Once the client and consultants have agreed upon a plan of action, the consultants will begin a more in-depth research stage. During this time, consultants will meet with important members of the organization to examine their feelings on change and their perspectives on the consulting project, as well as the proposed change. Co nsultants may also unobtrusively observe day-to-day tasks among workers and evaluate their communication skills, as well as their interactions.This will help the researchers develop an understanding of the companies interpersonal and power relations. The conducting of surveys and questionnaires is also a means of gathering information from workers on their stances and viewpoints of the corporation and their thoughts on purposing a change. Researchers will begin a thorough examination of important documents pertaining to the company. These documents can help researchers analyze the organizations strengths and weaknesses, as well as goals and company history.During the examination and researching process, consultants will quickly learn how important members of the organization are willing to accept and enforce a change. If members of the organization are unwilling to enforce and follow through with change, the consultants will need to restructure their goals and means of achieving the se. This prevents setting goals that are unattainable. If an organization is going to resist change, there is no need to spend the time to develop a plan to correct problems.This realization of the companies inability to accept and implement change will result in a separate set of issues that will need to be corrected. Generally, these types of resistance to change are going to be resolved by a change in personnel and the working staff. This process is designed to prevent setting a plan of attack that will fail, causing the organization to become frustrated when the change is not working, thus setting them further into a hole that they need to dig their way out of.Once the consultants have spent an adequate amount of time learning about the company and brainstorming ways to successfully implement change, they will develop specific methods of change implementation designed specifically for this particular organization’s culture. These can include specialized training programs, team building projects, job task re-designation, supervisory structure change, changing reward systems and goal achievement programs; just to name a few.Upon meeting with the company to present their final planned list of changes, as well as the implementation plans, the consultants will observe the company for a few weeks as they begin the process of correcting their issues. The consultants will be on hand to answer any questions that the company may have, as well as assist in solving any problems or roadblocks that the clients may run into. During this time, the researchers are basically a technical support hotline for the customer. They will be on site to help in any way possible.After a short trial period of change implementation, the customer and the consultants will form a meeting to analyze the effectiveness of the changes that are being carried out. This is a time that is used to fine-tune any processes or bring new ideas to the table to further improve on the companies ref ormation campaign. Following a predetermined length of time, as well as confidentiality in the companies ability to further carry out the scope of the change campaign, the consultants will vacate the premises. The consultants are available to call and discuss problems and/or ideas to continually improve upon the preconceived plan.In the months and years following the campaign, the company will further evaluate the effectiveness of the changes that were put in place. The company will either decide that the change process was a success, or they will decide that it needs further work. At this time, it may be in the companies best interest to hire a different consultation firm in order to correct the companies problems. It may be possible that the company will come to realize that there are other problems at play in the corporation that need to be analyzed and corrected.All of the sources that I have examined and researched, tend to follow the same ideals when it comes to organizational diagnosis and cultural evaluation. A few sources will change the names of the stages, but in effect, they are the exact same processes. Organizational diagnosis is a lot like troubleshooting a problem with any mechanical system. One must recognize the problem, find the source/s of the problem and develop a plan to correct or repair the problem. Unfortunately, when you are dealing with people, instead of mechanical objects, there are a lot more variables as well as unforeseeable pitfalls.In order to combat the instability of a dynamic corporation, executives, managers and even hourly employees must remain dynamic and receptive to a continually changing atmosphere. A company that tends to stay closed-minded and unreceptive to improvement is generally a short-lived company that will quickly be outdone by a continually changing marketplace. The global marketplace is a highly dynamic and competitive arena. In order for one to stay on top, you must be willing to continually one-up your c ompetitors. Organizational Diagnosis Organizational diagnosis is the process of analyzing a company, recognizing what problems the company may have, what strengths the company exhibits, the employees receptiveness to change and how to restructure and implement change to correct any problems. This is done to keep the company from losing money, possibly going under and also to keep the company competitive in a highly competitive marketplace. The process of an organizational diagnosis is generally performed in a few stages. First, the parent company employees a group of external consultants and researchers to visit the company.The researchers will usually begin their work with a reconnaissance stage. The consultants will spend some time at the organization getting to know the workers and gaining an initial impression of the company and how it operates. This is done by simply spending time talking with employees, observing day to day behavior and speaking with management. Following the initial research, the consultants will meet with the organizational clients to develop a written plan of expectations and goals that the organization is wishing to achieve.Generally, companies will hire the consulting firms because they have a problem or series of problems that they need to correct and are unsure of the best way to implement the change successfully. Consultants are a group of skilled workers that are highly educated in management, human psychology, sociology and organizational behavior. Sometimes it is best to hire a non- biased group of consultants that can observe the company from an external perspective in order to find the best course of action to resolve the problems at hand.Once the client and consultants have agreed upon a plan of action, the consultants will begin a more in-depth research stage. During this time, consultants will meet with important members of the organization to examine their feelings on change and their perspectives on the consulting project, as well as the proposed change. Co nsultants may also unobtrusively observe day-to-day tasks among workers and evaluate their communication skills, as well as their interactions.This will help the researchers develop an understanding of the companies interpersonal and power relations. The conducting of surveys and questionnaires is also a means of gathering information from workers on their stances and viewpoints of the corporation and their thoughts on purposing a change. Researchers will begin a thorough examination of important documents pertaining to the company. These documents can help researchers analyze the organizations strengths and weaknesses, as well as goals and company history.During the examination and researching process, consultants will quickly learn how important members of the organization are willing to accept and enforce a change. If members of the organization are unwilling to enforce and follow through with change, the consultants will need to restructure their goals and means of achieving the se. This prevents setting goals that are unattainable. If an organization is going to resist change, there is no need to spend the time to develop a plan to correct problems.This realization of the companies inability to accept and implement change will result in a separate set of issues that will need to be corrected. Generally, these types of resistance to change are going to be resolved by a change in personnel and the working staff. This process is designed to prevent setting a plan of attack that will fail, causing the organization to become frustrated when the change is not working, thus setting them further into a hole that they need to dig their way out of.Once the consultants have spent an adequate amount of time learning about the company and brainstorming ways to successfully implement change, they will develop specific methods of change implementation designed specifically for this particular organization’s culture. These can include specialized training programs, team building projects, job task re-designation, supervisory structure change, changing reward systems and goal achievement programs; just to name a few.Upon meeting with the company to present their final planned list of changes, as well as the implementation plans, the consultants will observe the company for a few weeks as they begin the process of correcting their issues. The consultants will be on hand to answer any questions that the company may have, as well as assist in solving any problems or roadblocks that the clients may run into. During this time, the researchers are basically a technical support hotline for the customer. They will be on site to help in any way possible.After a short trial period of change implementation, the customer and the consultants will form a meeting to analyze the effectiveness of the changes that are being carried out. This is a time that is used to fine-tune any processes or bring new ideas to the table to further improve on the companies ref ormation campaign. Following a predetermined length of time, as well as confidentiality in the companies ability to further carry out the scope of the change campaign, the consultants will vacate the premises. The consultants are available to call and discuss problems and/or ideas to continually improve upon the preconceived plan.In the months and years following the campaign, the company will further evaluate the effectiveness of the changes that were put in place. The company will either decide that the change process was a success, or they will decide that it needs further work. At this time, it may be in the companies best interest to hire a different consultation firm in order to correct the companies problems. It may be possible that the company will come to realize that there are other problems at play in the corporation that need to be analyzed and corrected.All of the sources that I have examined and researched, tend to follow the same ideals when it comes to organizational diagnosis and cultural evaluation. A few sources will change the names of the stages, but in effect, they are the exact same processes. Organizational diagnosis is a lot like troubleshooting a problem with any mechanical system. One must recognize the problem, find the source/s of the problem and develop a plan to correct or repair the problem. Unfortunately, when you are dealing with people, instead of mechanical objects, there are a lot more variables as well as unforeseeable pitfalls.In order to combat the instability of a dynamic corporation, executives, managers and even hourly employees must remain dynamic and receptive to a continually changing atmosphere. A company that tends to stay closed-minded and unreceptive to improvement is generally a short-lived company that will quickly be outdone by a continually changing marketplace. The global marketplace is a highly dynamic and competitive arena. In order for one to stay on top, you must be willing to continually one-up your c ompetitors.