Audience as Market vs Audience as Public Essay Example for Free

Audience as Market vs Audience as Public EssayThe relevance of ratings is very crucial, for it is what determines the most looked after programs that give a hint of satisfaction from the references as consumers. It is a measure of response that helps producers and managers determine what type of programs are appropriate for a certain time of the day. It also tells something near the audience, generally, their age and program preference. The audience-as-market view was manifested through the many advertisements that can be found on the commercials or air-time allotted in-between telly programs. (Ang, 1991, pp. 28) Most of the television programs were an also profit-making program that gives money from the emotions and satisfaction of the public domain. In a more traditional sand, wherein bare is employ as a means of transmission system information, the audiences are viewed as a public. In a broad sense it portrays public service through broadcasting. Those who take broadca sting in the traditional sense believe that they have a responsibility to provide information to the public domain or to their audiences. (Ang, 1991, pp. 29) Impact of GlobalizationThere had been several changes in the broadcasting labor due to the innovations in technology and the advent of globalization. The new ways of delivering audio-visual information via satellite have tremendously increase the audience choice and make access to different programs a lot more cheaper (McQuail, 1997, pp. 9). An instance that shows the advent of globalization can be reflected on the different interactive programs use to generate funds and advertisements. In public service broadcasting, the latest innovations have made it easier to get and present information and news.By being interactive, it had been able to solicit questions and opinions from the audience that further create a more informed viewers. Conclusion broadcasting is a money-making industry that was promoted by a capitalist institutio n. Although there were views that it is ought to be used and contextualize to serve the public, nevertheless, this view would only be a part of a larger cultural-market scheme. It is important to analyze the institutional framework that fueled the broadcasting industry in able for one to determine how analyze the audience.Due to the fact that it is the institutional framework which determines who are the audiences and how they are supposed to response and be address.BibliographyAng, I. 1991Desperately seeking the Audience, Routledge, London/New York, , pp. 26-32 McQuail, D. 1997Audience Analysis, Sage, Thousand Oaks, California, , pp. 1-11. Moores, S. 2000. Media And Everyday Life In Modern Society. Edinburgh University Press. Edinburgh. pp. 5-23 Schirato, T. and Yell, S. 1996Communication and Culture, Communication and Cultural Literacy An introduction, Allen and Unwin, St Leonards, Sydney, , pp. 1-21 Schlesinger, P. Do Institutions Matter For Public Servic Broadcasting?University of Stirling, Scotland. Retrieved on August 12, 2007. Retrieved from www. ofcom. org. uk/consult/condocs/psb2/psb2/psbwp/wp2schles. pdf Thompson, J. 1997, Mass Communication and Mass Culture in OSullivan, Tim and Jewkes, Yvonne (eds), The Media Studies Reader, Edward Arnold Ltd, London, pp. 28-41 Williams, R. 1997Mass and Masses in OSullivan, Tim and Jewkes, Yvonne (Eds), The Media Studies Reader, Edward Arnold ltd, , pp. 18-27

Learning Activity Essay Example for Free

Learning Activity EssayToday by contemplating the corporate world we can realize that change is so precise necessary for firms if they want to prosper. The market is changing so rapidly and technological advancement has created such hype that firms need to evolve from time to time. Researchers say that straightaway firms do not need to bring changes to get an edge over rival firms, but to survive. This itself defines the importance of change.However, just planning change is not great smart execution is even more valuable. It includes the way management communicates the change, the way it handles employees reaction, the way it manages resistance to change, the way it deals with the after effects of it, and etcetera. These are very important issues that senior management focuses on. The following paragraphs lead deal with two of these core issues, namely communicating change and managing change (Ian, Richard and Gib, 2009).Being the resort manager of Baderman Island, I will b e very careful in rolling out this information to my employees as communicating the fact that they will be fired if customers interminably complain is a very sensitive issue. Firstly, I will act to explain them the problem, i.e., dissatisfaction of customers and then will discuss the reasons associated with it as put forward by customers.After this will ask for suggestions from them as I want them to feel that they are valued, which is sometimes known as underscore and explore strategy. Then conjunctions new policy will be disclosed smartly and the desired outcomes will also be floored. When communicating sensitive information similar this, firms should give reasons behind the changes made and policies designed as employees have a right to know all about it. It should also be explained that how it will touch the organization and how important it is. If these things are taken care of then there is very less chance of resistance and negative reaction.Moreover, managing resistance to change is again a very important issue. If any resistance occurs concerning the changes in policies brought by Baderman Islands management I will take care of it very carefully. over again I will use a democratic approach by getting involved in a dialogue with employees who resist. I will try to explain them what they mean to the firm and why has the firm decided to introduce this policy of firing employees due to bad performance.In addition to this, I will also explain the outcome of this policy and the positive effects it will have on the reputation of this firm. Sensible and potential employees will understand and for those who do not, I will use my authority to deal with them the harsh way. Furthermore, I will also help and facilitate employees who are worried about their business organisation security by explaining them ways to satisfy customers and to improve their over all performance. In this way I will manage any resistance to the change. rootagePalmer, Dunford and A kin (2009). Managing Organizational Change, McGraw Hill Publishers.

Management culture on HRM practices

attention refinement on HRM practicesIntroductionThis research paper identifies the influence of centresing culture on HRM practices and ultimately on the administration.Globalization is a process which facilitates the integrating of societies and cultural values by means of communication and betray across nations which ar in the beginning aided by strategic use of information systems. However, there atomic number 18 several issues of concern which an organisation should consider before establishing their HRM practices. Issues pertaining cross- subject transfer of HRM practices, individualism at work, individual and agreemental transformation, more influence of economic success, differences in leadership practices, emphasis to unearthlyity, de clementization, greater role of the state, difference in touch onation and throwership atomic number 18 both(prenominal) of the bring out out concerns that emerge in system processes due to the cultural difference in dir ection practice.both western and non-western circumspection culture has its feature benefits and shortcomings. This research paper performs comminuted analysis of both western and non-western management culture by analyzing the relevant literature of human pickfulness management in line with the management culture which is discussed in the next section. The parole is built around difference in management bolts of countries like Sweden, Japan, United Kingdom and India. In last section, ground on the analysis of western and non-western management mode, conclusions and recommendations ar drawn.Hypothesis ViewArmstrong (2009) defines human resource management as set of policies which argon designed to improve the organizational integration, employee commitment, flexibility and quality of work. merciful Resource direction acts as an intermediate among the organization and the employees. The practice of human resource management involves supervision of the people (how they b e employed and managed) in the organization. A well-designed structure of human resource management within an organization should result in no Trade Unions. sympathetic resource management is a vital segment of all organization. It plays an important role in defining and designing the elements of organization culture. Organization culture is known as set of shared values and beliefs specified by the organization taking into account various agreeable and pestering conducts. Jackson (2002) supports a cross-cultural approach within an organization in rove to give emphasis to management of segregation across cultures and to deal with the savvy of difference in people management styles. Strategic human resource management alike helps the organization to gain a sustainable competitive reinforcement over its competitors composed of high-quality people.The roles and objectives of human resource management depend upon the volume of the organization. Torrington et al. (2005) explained t hat as the size of the organization increases, the scope of employing people to specialize in grumpy areas of human resource management also increases. betoken 1.1 demonstrates various roles and objectives of human resource management.Change-management ObjectivesPerformance ObjectivesAdministrative ObjectivesStaffing Objectives pitying Resource perplexityHuman resource generalistsLine ManagersConsultants and advisersHuman resource specialistsSubcontractorsFigure 1.1 HRM roles and objectives Torrington et al. (2005)Keating et al. (2004) identifies comparative human resource management (CHRM) research which improves the adequacy of human resource management practice and provides globular point of view. CHRM research includes a comparative study of human resource management which results in variation due to the difference in culture and institutional environments. This research also supports cultural relativity betwixt HRM concepts, theories and models.The word Integrative imply t he propensity to collate diverse rudiments into one single function. Liu (2004) suggests that an organization can make use of integrative human resource management (IHRM) research model in collection to al downcast all their subsidiaries to establish like human resource management practices. This method is more expensive due to integration between the parent company and all their subsidiaries through inter-transfer of their HRM practices. A critical challenge facing IHRM is fast and growing globalizing world.Figure 1.2 shows whatever of the key characteristics of proportional and Integrative human resource management.Comparative HRMIntegrative HRMComparative HRM compares HRM practices at organizational level as well as study levelIntegrative HRM approach compares HRM practices at organizational levelA study of Comparative HRM helps in identifying different patterns of HRM practices at organizational level as well as national levelTwo main objectives of Integrative HRM are stand ardizationInternational accomplishmentA study of Comparative HRM helps in identifying different reasons for the variations in HRM practices investigated at organizational level as well as national levelIntegrative HRM approach describes same HRM practices for both parent company as well as its subsidiariesComparative HRM describes two major categories for the reasons of variation cultural IssuesInstitutional IssuesMajor challenges of Integrative HRM areGlobalizing world burly transfer mechanismsDifference in cultural valuesComparative HRM does not use abstractive modelingIntegrative HRM involves centralization of work and improves monitoringFigure 1.2 Comparative HRM and Integrative HRMComparative HRM and Integrative HRM approach are used by the organization in order to measure the impact of their existing HRM practices. Furthermore, CHRM provides a global aspect and IHRM facilitate centralization of work within organization. The organization implies Comparative Human Resource M anagement (CHRM) and Integrative Human Resource Management (IHRM) in order to investigate the areas of improvement.In the next part of this section, we shall discuss how CHRM and IHRM are cogitate to the practice of personnel management and work group management.HRM versus Personnel ManagementPersonnel Management is typically related to the practices and guidelines associated with management of employees working in an organization. As discussed earlier (in section 1 overview), HRM also defines the practices related to the supervision of the employees in an organization. So, what is the difference between Personnel Management and HRM?Bratton et al. (2007) describes the evolution of personnel management and any(prenominal) of the key differences between Personnel Management and HRM. In England (1970), when a new legislation was approved, promoting the equality in employment, there was an unexpected increase in the functions and precondition of personnel manager. A study conducted by Donovan Commission states that since 1914 there has been a constant process of personnel managers with most of them found to be men. One of the key functions of personnel manager was to deal with Trade Unions. Second World War increased the demand of personnel managers and in 1989, the personnel specialists/managers rose to 35,548.The following encounter (Figure 1.3) describes the difference between Personnel Management and HRM.Personnel ManagementHuman Resource Management (HRM)Personnel Management is a subset of Human Resource ManagementHuman Resource Management is integrated with strategic plan of an organizationPersonnel Management provide more significance to Legally Constructed ExchangeHuman Resource Management provide more significance to Psychological ContractPersonnel Management deals with the activities related to the supervision of an employee like recruitment, training, counseling etcMajor objectives of Human Resource ManagementEncourage learning at workplaceHigh emp loyee commitmentImprove instruction execution of the organizationPersonnel Management facilitates Work sort out management and improves the management processHRM focus more on an individual aspect and marginalize the collective measure of the aspects between an individual and managementFigure 1.3 Difference between Personnel Management and HRM Bratton et al. (2007)However, as the main purpose of Personnel Management and Human Resource Management is to improve the relationship between the employer and employees, the term Personnel Management and HRM can be used interchangeably.Personnel management deals with functions like counseling for employees, security of personal information and proper moving in description. Personnel management also gets effected by the impact of cultural differences. Both comparative and integrative human resource management provides a framework which defines the guideline for the practices of personnel management. However, due to the swift growth of cabl e across nations, personnel management practices should also be revised constantly.Work stem management can also be delineate as a subset of Human Resource Management which consists of a group that manages the working practices followed by an organization. Work Group management confronts a crucial challenge due to the increase in change of culture and beliefs. CHRM and IHRM provide an analysis of the cultural difference which can be useful in design of work group management. Many believe that the concern raised by diversity is simply ignored while establishing HRM policies and practices in an organization. This might result in greater conflicts and low performance.Considering the perception of organization culture, western management culture has unceasingly been referred to the things that are not regarded as religious, spiritual and sacred. The universalistic approach makes western management culture give more emphasis to dehumanizing treatment of individuals and neglect the im portance of incorporating cross-cultural and shared value perspective within the organization. man-to-mans are often referred as resources of the organization, which helps the organization to fulfill their requirement in the process of achieving blood line targets. On the opposite hand, non-western management culture involves a big fraction of human characteristics at work. Non-western management culture also describes equal importance to otherworldliness and cultural differences between the employees of the organization.Theory AnalysisAs discussed in the previous section, Integrative HRM and Comparative HRM help the organization to build a strategic HRM which in turn allows the organization to design competitive strategies in relation to their HRM policies and practices. However, as business is growing more and more in a borderless world, the organization has to deal with two important challengesMaintain correlation between their national units which operates in respective nati onal cultures.Employees of the organization have difference in cultural value. there are two ways of taking the discussion forward, one is at macro level (among different national culture) and endorse is at micro level (people possess different cultural value).Boone et al. (1997) identified that integration opportunity and constraining diversity were two main issues faced by the managers in Europe. In 1991, various multinational companies which were operating in Europe were in tight spot of making a strategic decision whether to lease the European style of management or to continue with their own style of management satisfying all the norms of local-national culture. This involved an investigation from legal, social, economic and political point of view.According to Jackson (2002), there are four dimensions to represent the value systems of any national culture.Power DistanceUncertainty AvoidanceIndividualismMasculinityAn organization can take up either integrative approach or dif ferentiation approach for their HRM practices. For example, an operational unit of an organization decides to adapt the HRM practices which are followed by the host country. This results in differentiation of HRM practices between the parent company and its subsidiary. What happens when the companys growth is coupled with both the parent company and other operational units?Now, let us try to answer the above asked question by considering the management culture followed in different parts of the world.Swedish Management glossinessWestern management culture is generally referred to Western Machine Model as business organizations give more emphasis to economic success and often focus more on task completion and outputs rather than creativity, emotions and spirituality. Leaders grow a vision whereas managers develop plans base on Leaders vision, the employees/workers concentrate on its implementation. In most of the western countries, robust HRM structure provides broad range of ince ntives based on the cistrons like opportunities, participation and working conditions. Jackson (2002) states that, when the act of co-determination at work was passed in 1976, the managers and union representatives were assigned equal right to information and managers were instructed to consult the unions before making any major management decision. Since the end of 1980s, distinctions between blue-collar and white-collar workers were supported by associate agreements which diminished the effect of trade unions at the workplace. Constant growth in service industries also resulted in weak trade union representation. In 1994, Sweden joined European Union. Swedes tend to focus more on social democracy and equality. They are impassively practical and bias towards rational reasons which define their sensible approach towards life. Jackson (2002) identified leash main factors of Swedish Cultural valueLove of natureIndividualism through self-developmentEqualityAs per Jackson (2002), Swed ish management culture is considered to be ambiguous by the foreign managers. Informal relationships with subsidiary, avoiding conflict, low in power distance, high in individualism, low in uncertainty avoidance, unclear objectives are some of the key traits of Swedish organizations. The factor of equality can be unders likewised by the fact that 75% of the women constitute the workforce.In order to explain this in more detail, Jackson (2002) took an example of IKEA Furniture Distribution Industry. Since its beginning, IKEA faced a massive challenge of maintaining its Swedishness along with the strategic decision of adapting local-national culture in which they are operating. IKEA has been a global player from past 25 year which includes some of their biggest market in United States of America, France and Germany. Just like Swedish culture, IKEAs management style is also informal denying the actuality of employee as replaceable and interchangeable component. Common practice of shari ng knowledge and skills were seen among managers towards their subordinates. Discussion and explanation were prime sources used in order to spread their organizational culture rather than formal training programs. Human resource management has also followed the same Swedish approach. Recruitments were made on the root of good interpersonal skills and high potential whereas less emphasis is given to formal qualifications. Shortly, IKEA started having trouble with their subsidiaries in countries like Germany, France and USA. Issues pertaining managers authority, informality, rail line description, assessing risks, indecisiveness, lack of formal rules were some of the key concern for IKEA. IKEA also lost some of their key American managers in the same process. In order to overcome the above mentioned inadequacy, Jackson (2002) proposed a multicultural model. This model suggests that people having different cultural values should work together. Cultural differences and business moral ity should not affect each other when communicating across nations. Boone et al. (1997) describes three types of diversity (refer figure 1.4) from the managerial perspective.Types of diversityExamplesDiversity in negotiated environmentTax rulesSubsidization practicesFinancial reporting requirementsQuality and harvest-feast standardsAdministrative diversityInternal accounting rulesInformation systemsManufacturing systemsInherited diversityCustomer preferencesEmployee characteristics line of reasoning systemsFigure 1.4 Three types of diversity Boone et al. (1997)Japanese versus UK/European Business ModelUnlike western management culture, Japanese management style stress more on getting in groups to provide a solvent of the problem. Motivation plays a very important role in determining the performance of any organization. However, Japanese organizations stay short on the motivational factor as yet report very high productivity.Azhashemi et al. (1999) describes, that in recent years, more importance has been given to efficient frameworks in order to improve the quality of the management practice. Japanese management style introduced arrive Integrated Management (TIM) framework to enable the organization to interrelate each of their facets. As multiple factors are association hands with management quality, it becomes arduous for an organization to focus on each of these factors and enhance their quality of management practice. The following figure illustrates six critical factors delimitate in Total Integrated Framework (TIM) which are essential for the success of an effective organization.Business StructureManagement ResourcesManagement somaCorporate CultureManagement PerformanceManagement CycleFigure 1.5 Critical Factors of Total Integrated Management (TIM) Framework Azhashemi et al. (1999)Total Integrated Management (TIM) framework helps the organization to identify the missing loop in their management practice by defining how the management round of dr inks affects four factors of the organization (Business Structure, Management Resources, Management Design and Corporate Culture) which in turn reflects the performance of the management practices. Azhashemi et al. (1999) also describes that the quality of management cycle is directly proportional to the remaining five factors. If the management cycle shows high quality level, the six factors produce an excellent loop that enables the organization to be proactive and implement them.As discussed earlier, Japanese organizations show low job mirth. Career or Job satisfaction can be considered as a division of motivation. Jackson (2002) identified that motivational factors include both individual attributes and cultural values. The following figure describes the cultural differences among East Asian and Western cultures which constitutes the motivational factors.East AsianWesternEquityWealthGroupIndividualSavingConsumptionExtended Family RelationsNuclear and mobile familyHighly discipl ined/motivated workforceDecline in work ethic and hierarchyProtocol, rank and statusInformality and personal competenceAvoid conflictConflict to be managedFigure 1.6 Motivational Factors Jackson (2002)The core objective of spirituality is non-economic, yet critical for an individual. spiritism consists of two main elements which are vision and inspiration. This refers to a framework in which more focus is offered to the individual eliminating the possibility of marginalization of human being. However, the perception of Japanese organization about their employees differs from that of western organization which consider employee as Intellectual Capital. Jackson (2002) defined seven spiritual values which are identified in the Japanese culture.National service through industryFairnessHarmony and cooperationStruggle for bettermentCourtesy and humilityAdjustment and soaking upGratitudeJackson (2002) classifies British management culture as low measure of power distance, high on individ ualism, high on masculinity and very low measure of uncertainty avoidance. British organizations are not total learning organizations. However, British management culture is built around the concept of action learning. The second generation of Learning Organizations can be described as Knowledge Management a transition from British Management demeanor to Japanese Management Style. Jackson (2002) also suggested following methodology for management learning.Azhashemi et al. (1999) illustrates that UK/European business model framework helps the organization to increase management standards and performance. The basis of this framework is Total Quality Management (TQM) which mainly concentrates on customer satisfaction. This business model consists of nine elements (refer figure 1.7) which enables the organization to assess their business results.These nine elements are provided divided into two major categories Enablers and Results. Enablers consist of elements which convert input in to output whereas Results allows the organization to measure their level of output. UK/European business model used a method of self-assessment in order to link and improve each facet of an organization. Azhashemi et al. (1999) suggested some of the key benefits of the self-assessment method.An objective assessment against credible and proven criteria.An assessment based on evidence.An opportunity to focus improvement where it is most dealed.An opportunity to promote sharing of good, effective approaches within the organization.An opportunity to learn.The analysis of Total Integrated Management (TIM) of Japanese management style and UK/European business model indicates that the two frameworks concentrate mainly on the concepts of Total Quality Management (TQM). Policy and outline are the two main elements of Total Integrated Management (TIM) framework which displays the belief of Japanese management style that these policies and strategies can affect both business and management f actors. On the other hand, UK/European business model enables the organization to achieve high standards.Indian Management CultureIndian management style is based on its diversity with many religions, customs and ethics. Many believe that the managerial behaviour in India is influenced by values and beliefs an individual possess. Some also believe that people work in an organization only to nuture their supervisors. uncannyity plays an important role in Indian management style. Employees often feel difficult to choose between culture of the organization where they work and their own spiritual beliefs. Due to this, it is very often that people resign their job and start their own business which allows them to live based on their own spiritual values.Kumar et al. (2005) describes that the managers in Indian organizations often display emotionality in decision making. The individualism and communism goes hand-in-hand in Indian management style. Individualism defines more importance t o an individual goal whereas collectivism refers to high importance to objectives of a group.It is often seen that spirituality acts as an vital function of the management style in which influence of the culture is more dominant. Pawar (2009) defined a relationship between individual spirituality, workplace spirituality and work attitudes. Individual spirituality injects into the workplace spirituality which in turn affects the motivation and involvement of an individual towards business ethics. Pawar (2009) explained this in figure 1.8.Individual SpiritualityWorkplace SpiritualityMeaning in workCommunity at workPositive organizational purposePositive Work AttitudesJob satisfactionJob involvementOrganizational commitmentFigure 1.8 Effect of Individual Spirituality and Workplace Spirituality on Work Attitudes Pawar (2009)However, Indian Management Style has been stirring towards Western management styles. During this process, difference in business practices and cultural values are s ome of the key challenges which are faced by Indian management style. Kumar et al. (2005) considered an example to explain this in detail, a subsidairy of South Korean firm in India. The study states that their employee receive targets which they should achieve on regular basis. Employees are also expected to raise their performance constantly. This shows that there is a shift from people-centric culture of Indian management style towards work-centric approach of western management style. Clark et al. (2000) defined the emphasis of HRM in seven European countries.In the last part of this section, we discuss advantages and disadvantages of the application of Comparative/Integrative human relations, Business Ethics and Spiritual/Cultural values to HRM practice.Figure 1.10 describes the advantages and disadvantages of the applications of Comparative and Integrative Human Relations to HRM practice.AdvantagesDisadvantagesProvides an overview of cultural differences at both organizational level and national levelBoth Comparative HRM and Integrative HRM approach only provide a theoretical framework and does not provide a solution-based frameworkProvides a measure of diversity level at both organizational level as well as national levelMajor challenges towards implementation areGlobalizing worldRobust transfer mechanismMore influence of personal valuesProvides cultural relativity between HRM model, theories and practicesBoth Comparative HRM and Integrative HRM approach are too expensive to implementProvides global perspective and aid centralization of workExisting dependence of HRM practices on the laws and regulations governed at national levelProvides the list of shortcomings in term of cultural issues and institutional issuesMarginalize the collective measure of various other aspects between an employee and the organizationHelps the organization in standardization and international learningCultural and Institutional issues occur during communication across nationsF igure 1.10 Advantages and Disadvantages of CHRM/IHRM on HRM PracticesFigure 1.11 describes the advantages and disadvantages of the applications of Business Ethics and Spiritual/Cultural values to HRM practice.AdvantagesDisadvantagesImproves the involvement and section of an employee at the organizationIndividual spirituality affects the workplace spiritualityHelps the organization to improve productivity in line with high job satisfaction arduous to manage the diversity in cultural values across organizationFacilitate the improvement of Personnel Management practicesDifference in business ethics and personal ethics results in greater conflicts in work group designProvides cultural relativity between HRM practices and aid international cultureHRM practices need constant modification on regular basisFigure 1.11 Advantages and Disadvantages of Business Ethics Spiritual/Cultural values on HRM PracticesSummaryAccording to Stashevsky et al. (2006), leadership styles in which leaders pos sess intellectual stimulation, individualized consideration and inspirational motivation to be provided to the followers is known as Transformational Leadership. The term Leadership has always been coupled with strategic human resource management (SHRM). Leadership is one of the key managerial traits used in order to understand SHRM. For the organization to adopt resource-based strategic human resource management, one of the vital constraints required is competencies related to leadership. Generally, in an organizational context, the definition of managerial leadership reflects a process in which an individual exhibits influence upon others. However, there is a difference between a leader and a manager. Bratton et al. (2007) also defined that the reflection of the fact leaders create a vision whereas managers develop plans explains the difference.The study reveals that the leadership style followed in western culture is more influenced by repressive nature of the components which co nstitutes leadership. On the other hand, non-western culture follows the authority displayed by the autocratic nature of leadership components. Many workers/employees in non-western management style are seen to accept incorrect orders as 1) they are not willing to challenge their supervisors and 2) to show respect to their superiors.HRM practices in an organization confront many challenges due to the influence of spirituality and difference in cultural values. There are advantages and disadvantages in integrating spiritual/cultural values to HRM practices. Comparative HRM and Integrative HRM provides a measure of HRM practices at both organizational and national level. Difference in personal values affects the work group design in an organization. Personnel management which facilitates work group management helps the organization to minify the effect of personal values by means of taking into account the security of personal information, counselling and specification on job. The fo llowing are the key issues faced by work group management due to the difference in personal values in a group.Greater conflictsPoor performanceLow job satisfactionTraditional practice of HRM or personnel management concentrates mainly on an individual and offers marginalization of various other aspects between an individual and the organization. Due to globalization, it is not feesible to negate the fact that business is growing in borderless world and differences in cultural values are bound to occur. There are concerns if the organization concentrates on spiritual/cultural values more than business ethics, there are issues if the organization cancel out the actuality of cultural and institutional differences.Universal HRM is the key to success.Universal HRM refer to the process of defining high-level HRM models, theories and practices at both organizational level and national level in order to provide the organization with highly motivated workforce and greater productivity. Irres pective of cultural, institutional and various diversities, Universal HRM allows the organization to achieve their business goals more efficiently. later on learning and analyzing the HRM practices followed in both western and non-western management style, Universal HRM is considered to be the Best-Practic

Tannenbaum and Schmidt continuum

Tannenbaum and Schmidt continuumExecutive SummaryThe following essay surrender demonstrate the origins ability to understand key theoretical and strategic issues relating to human imagination management. The author go away take the guides of the organisation and the unmarriedistic, in order to maximise motivation, workplace practices and culture. These are well-nigh examples that are required for stiff foresee management.Therefore, the author will critically compare three misfortune dappleal theories and apply these to the authors own experiences within the workplace or outside commitments. The aim is to exemplify high-quality parturiency management skills and identify what is required to be numerate a in(predicate) leader.To begin, when individuals first learn about Fiedlers contingency hypothesis, they generally think of the more readily utilize form of the word contingency ( project, 2005). In essence, they assume that contingency is an element that relays upon or caused by another event i.e. leaderss, groups of people or infrequent relationships come into contention. However, at its base, contingency means individuals interacting with each other. This involves the connection or dependence amongst followers and their leaders.Between 1950 and 1960s, psychologists including fieldsman, began to study leadership and behaviour geniuss of passenger cars. However, before Fiedlers study, psychologists focused on the characteristics of successful leaders and believed in an ideal science of organisation.Psychologists believed that there were preeminent methods to run a group or organisation, which had the best decision making and legal business practices. Therefore, fielders contingency scheme was a benchmark to all modern management theories, in contradicting, singular ideal organizational approaches (Envision, 2005).The rationale of Fiedlers contingency is establish upon the relationship betwixt a leaders personality and the current environme nt in which a leader operates. A leader stand be defined as, an individual who is given the undertaking of directing or coordinating task-relevant activities, or an individual who carries the responsibility for performing these functions when there is no ap crowned leader (Envision, 2005).Therefore, the theory is establish on determining the orientation of the leader (i.e. relationship or task) and the elements of the situation (i.e. leader-member relations, task structure, and leader position power) (SAC Business, 2007). Although, its worthwhile noting that task-oriented styles are more effective when a leader either has or doesnt has influence upon a limited situation. Relationship-orientated styles are more effective, exactly when a leader is reasonably favourable to their influence.In Fiedlers view, the appropriateness of the leadership style for maximizing group performance is contingent upon the favourableness of group-task situations (Fielder, 1967).While the theory fore sees leader intensity take upon an individuals characteristics and favourableness of the situation, the significant of effectiveness is anticipated by most variants of contingency theory as choosing the correct style of leader. The style of the leader is anticipated by both external and ingrained factors within an organisation i.e. a leaders awareness and agreement with other individuals upon a given task.In other words, the organization should have-to doe with up a particular manager and his style to the demands of the situation or alter the variables within the situation, i.e., the power that goes with the leadership position, so that the situation chokes more conducive to the managers style of influence.Fielder proposes that it would be easier and more effective if an organisation engineers a clientele to suit a leader and not a leader adapting his own leadership style to fit the job. In essence, an organisation should match a manager and his style to the demands of the sit uation or alter the variables within the situation (Dean, 1976) i.e. the power associated with a leadership position, which will build up the situation more conductive to a managers style of influence.There have been other contingency theories (situational contingency theory), which agree upon the non-existence of a angiotensin converting enzyme correct solution within an organisation. Additional similarities allowed the main principles to be amalgamated into one typical contingency theory i.e. group effectiveness requires cohesion between a leaders style and situational demands.Likewise, the theory which Fielder defines as, situational control, would demonstrate how a leader can have an influence on a groups behaviour and fills. Nevertheless, the Fielder theory hypothesises that most situations will have three aspects which will constitute a leaders postureThe Environment i.e. the groups assurance of the leader.Vagueness or clearness of the groups task.A leaders influence will effect on how the group performs on a given task.Therefore, in reference to the authors experiences, there was time when the author was rugby captain for a local Rugby aggroup. Taking Fielders three theory hypothesis into context, the author had the acclaimed respect and confidence from other members of the team up. The team were satisfied that they had a leader capable of delivering success and with this in mind the team were fully focused on the task ahead.Before a league match commenced, the team were fully aware that they needed to work as a unit. All players knew that both the manager and the captain (author) demanded 100% commitment in a match or training. For whatever reason if a player lacked confidence or commitment, they would be dropped until they proved there worthiness.As a leader, the author regards himself as a benevolent dictator (Paul, 2004). The author can be ruthless in many see, due to the hunger for success. The team understands the way in which the author r eacts to particular scenarios i.e. the author has a fun side, as well as a serious side. As discussed, the author respects fellow team members and the team respects the author. Therefore, this is regarded as a recipe for success and could be reflected in the teams outstanding results.In contrast to Fiedlers contingency theory, which anticipates that a leadership style is difficult to qualifying (Wiley, 2010), Hersey-Blanchard situational leadership model proposes that successful leaders adjust their leadership styles. Therefore, instead of utilising one style of leadership, leaders should change their leadership styles based on the adulthood of the people theyre leading and the details of the task (Mind Tools, 2010).In essence, this theory allows the leader to judge both tasks and relationships with individuals more effectively, depending on the requirements that are needed to do the job successfully.Hersey-Blanchard devised a model map, which relates a particular leadership style to a adulthood take. The table below (figure 1 Mind Tools, 2010), identifies which leadership style Hersey and Blanchard portion out the most effective for people with that level of matureness.Hersey-Blanchards Model MapIn essence, there are essentially four main leadership styles and these are explained in the examples belowS1 Telling. A leader will tell individuals instructions on what needs doing and how to complete the task successfully.S2 Selling. A leader tends to provide more communication with the individuals, even though a leader will still provide task instructions. Leaders tend to sell their message to get the entire team on board.S3 Participating. A leader tends to focus more on team relations and less on task direction. A leader will manufacture more involved in a teams task and will have an equal say in decision making.S4 Delegating. A leader will frame less involved in the decision making process. Although a leader will still monitor team progress, they wi ll pass a harmonize of the responsibility onto a follower or the entire group.In essence, leadership styles are split into two main areas. For example, S1 and S2 leadership styles concentrate upon completing a particular task. However, S3 and S4 leadership styles are more focused upon developing an individuals ability to work independently within a team.Likewise, an individuals maturity level will larn the style of leadership to adopt. A breakdown of maturity levels can be found in the examples below M1 M1 maturity level is at the lowest point of the model map. Individuals who demonstrate at this maturity level tend to lack the necessary skills and knowledge to complete a given task upon their own ability. Its popular to push these individuals to achieve something.M2 At this level, followers might be willing to work on the task, but they still dont have the skills to do it successfully.M3 Individuals at this level are well prepared and have the wiliness to complete a given tas k. However, these individuals still tend to lack confidence in their abilities to achieve something.M4 M4 maturity level is at the highest point of the model map. Compared to other levels on the maturity scale, individuals at this level posses the necessary skills and knowledge to complete a given task i.e. high confidence levels and strong commitment to complete a given task successfully.Essentially, every team which is created from a group of individuals are not equal. A theory behind Hersey and Blanchards situational leadership model argues that a leader will be more effective when they adopt a leadership style that is based upon either individuals or groups they are leading.In reference to the authors experiences, there was a period when the author worked within the Information systems department at Nissan Motor Manufacturing (UK) Limited. The author was given the responsibility of being in charge of a new individual within our resolve group. The author assumed the new individu al had some of the required skills to reach the department goals, but not all of them. However, to the authors relief, they had the correct approach and attitude to complete the work.Therefore, the author believed that the individual was at a M3 maturity level (Medium maturity, higher skills but lack confidence), which is linked to the S3 leadership style (Participating/supporting). Over the weeks that followed, the author ensured the individual was trained to the best of the authors ability, pushing and teaching the individual where necessary i.e. training of new systems.The authors main objective would be to ensure the individual would eventually make their own decisions and as a result, the author determine that both our relationships strengthen over the weeks and their own individual efforts are successful.Compared to the two previous contingency-situational theories, Robert Tannenbaum and Warren Schmidt developed a simple model which, developed a continuum of leadership behav iour to describe a range of behavioural patterns available to a manager (Dean, M, 1976).In other words, the model demonstrates the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager (Chapman, A, 1995-2009).The model below (figure 2) is based with Fred Luthans Organisation doings (1995). A leaders action identified on the left of the model, make up a manager who maintains a high degree of control. Whereas, a leaders action identified on the right of the model, typify a manager who delegates authority.Tannenbaum and Schmidt felt that a leader should not choose one style and adhere to it purely but should be flexible and adapt his style to the situation (Dean, M, 1976).Tannenbaum and Schmidt acknowledged that there should be an interaction between a leader and his /her team. There is unremarkably a trade-off between the control exercised by the leader and the control exercised by the team.However, its i dentified that no one usually has 100% control of a situation. Even though a leader may give a direct order, other individuals may retain control over i.e. how eager an individual obeys an order. Tannenbaum and Schmidt highlight four diverse leadership stylesTellingA tyrannical style, which a leader gives specific instructions and will monitor individuals intimately. Telling style, is effectual when individuals cannot deal with a task unaided, are reluctant, are introduced to a new leader or a previous leader who allowed standards to depreciate. This style will only work well, when you monitor key performance indicators closely or be precise about standards and performance targets for example.SellingA manager will make a decision and then sells the decision (Sherwin, 2009).Selling is acknowledged as being influential, in which a leader gives a clear direction upon a given task and supervises a situation very closely. Selling is also regarded in explaining decisions, encouraging sug gestion and supports progress.However, this style works well, when team motivation is lacking and more appropriate when a particular task is non-negotiable. Its also appropriate when a teams motivation is critical to achieve task success. Although, for this style to be successful, you need to reward positive attitudes, listen to staff more closely and develop team skills for example.ConsultingA manager will present ideas and invites questions.A manager will have hesitant decisions that are subject to change.A manager will present a problem, get suggestions and make a decision (Sherwin, 2009).Consulting, is collaborative in a style which a leader will discuss a task and will listen to a teams collective ideas. A leader will take each idea into consideration and will have to make a key decision.Consulting is appropriate when a team has both the competence and fit skills to contribute to a particular cause. However, the leader has the desire to retain control of a situation, particula rly when a leader feels there is an imbalance between a teams competency and any associated risks. Although, for this style to be successful, you need to focus on morale, team spirit and encourage team participation for example.ParticipationA manager will define a team limits and ask a group to make decisions.A manger permits subordinate to function within limits defined by superior(Sherwin, 2009).Participation is a facilitating style, which a leader gives a team maximum responsibility. Participation is appropriate when a team can demonstrate competency and has a positive attitude towards a task. A leader can have the confidence in letting a team get on with a task and utilise this as a crucial part of the development process.Although, for this style to be successful, you need to act as a resource tool, allow individuals to independently develop their learning and identify potential individuals that can show an example to others.Before the author decided to enrol in higher education , there was a period of time when the author was an apprentice electrician with the local council. The role involved attending a variety of jobs in office buildings, factories, schools, hospitals and so onEmergency call outs were frequent and there was one particular job which required urgent attention. The nature of the job involved an elderly couple, which experienced mischievous flooding from their bathroom and it was leaking through light fittings in the kitchen.When the author and a colleague arrived at the scene, the damage was worse than anticipated. Therefore, the author had been given the authority to assemble the depot to ask for additional members of staff including a plumber and a plasterer. When they arrived on scene, the author coordinated the entire job to ensure the power circuits were repaired, change pipe work repaired and the ceiling patched where the water was leaking.Although the author maintained partial authority, the author allowed the team to coordinate some activities amongst themselves. Therefore as the situation changed, the author demonstrated a degree of flexibility, which can be highlighted in Tannenbaum and Schmidts Model of Delegation and Team DevelopmentIf you refer to the model above, the author tends to typify a leader who demonstrates authority. The author tends to gain a range of theories and ideas which are discussed with the group. Once achieve, the author would make an appropriate decision.In essence, all three contingency theories have unique characteristics that are suited around a particular style. The contingency theory which the author believes will benefit a workforce is the Fielder-Contingency theory and this assumption is based upon the authors own experiences.In comparison to the Hersey-Blanchard and Tannenbaum and Schmidt leadership theories, the author particularly likes the way which Fielder justifies that leaders are not just successful or unsuccessful. Depending upon the situation at the time, leaders can be either effective or ineffective.Therefore, any individual can have the potential to become a successful leader if they choose the most appropriate situation to apply their leadership styles. By adjusting certain elements i.e. task structure, relationships a leader can have a more effective leadership style. Fielders scale can be relevant in determining leadership styles.ReferencesChapman, A (1995 2009) Tannenbaum and Schmidt continuum. purchasable at http//www.businessballs.com/tannenbaum.htm. (Accessed sixth April 2010)Dean, E. M (1976) Managerial Styles. Available at www.airpower.au.af.mil//mar-apr/dean.html. (Accessed 6th April 2010)Envision Software (2005) Fielders Contingency Theory. Available at http//www.envisionsoftware.com/articles/Fiedlers_Contingency_Theory.html. (Accessed 31st March 2010)Fielder, F. E (1967) A Theory of Leadership Effectiveness, McGraw Hill, new(a) York, p. 147.Luthans, F (1995) Organisation Behaviour, 7th edition, McGraw Hill, New YorkMind Too ls (1995 2010) The Hersey-Blanchard Situational Leadership Theory. Available at http//www.mindtools.com/pages/article/newLDR_44.htm (Accessed 2nd April 2010)Paul, L. G (2004) ruthless Strategies for Succeeding in Times of Trouble. Available at http//www.cio.com/article/32171/Ruthless_Strategies_for_Succeeding_in_Times_of_Troube. (Accessed 6th April 2010)SAC Business (2007) Fielders Contingency Theory. Available at http//docs.google.com/viewer. (Accessed 31st March 2010)Sherwin, L (2009) Styles of Leadership Available at http//www.lindsay-sherwin.co.uk/guide_team_leadership/html_leadership_styles/4_tannenbaum_schmidt.htm. (Accessed 12th April 2010)Wiley (2010) What are some additional directions in leadership development and query? Available at http//docs.google.com/viewer. (Accessed 1st April 2010)BibliographyChapman, A (1995 2009) Tannenbaum and Schmidt continuum. Available at http//www.businessballs.com/tannenbaum.htm. (Accessed 6th April 2010)Contingency Models (1997) Conting ency Models Website Available at http//www.see.ed.ac.uk/gerard/MENG/ME96/Documents/Styles/conti.html (Accessed 31st March 2010)Dean, E. M (1976) Managerial Styles. Available at www.airpower.au.af.mil//mar-apr/dean.html. (Accessed 6th April 2010)Envision Software (2005) Fielders Contingency Theory. Available at http//www.envisionsoftware.com/articles/Fiedlers_Contingency_Theory.html. (Accessed 31st March 2010)Fielder, F. E (1967) A Theory of Leadership Effectiveness, McGraw Hill, New York, p. 147.Luthans, F (1995) Organisation Behaviour, 7th edition, McGraw Hill, New YorkMind Tools (1995 2010) The Hersey-Blanchard Situational Leadership Theory. Available at http//www.mindtools.com/pages/article/newLDR_44.htm (Accessed 2nd April 2010)Paul, L. G (2004) Ruthless Strategies for Succeeding in Times of Trouble. Available at http//www.cio.com/article/32171/Ruthless_Strategies_for_Succeeding_in_Times_of_Troube. (Accessed 6th April 2010)Peters, L. H., Hartke, D. D., Pohlmann J. T. (1985) Fie dlers Contingency Theory of Leadership An application of the meta-analysis procedures of Schmidt and Hunter, Vol 97 (2), pp. 274-285. DOI Online. Available at http//Psycnet.apa.org/doi (Accessed 1st April 2010)Pugh, D.S (1988) Organization Theory, Penguin Books, pp417 424SAC Business (2007) Fielders Contingency Theory. Available at http//docs.google.com/viewer. (Accessed 31st March 2010)Sherwin, L (2009) Styles of Leadership Available at http//www.lindsay-sherwin.co.uk/guide_team_leadership/html_leadership_styles/4_tannenbaum_schmidt.htm. (Accessed 12th April 2010)Wiley (2010) What are some additional directions in leadership development and research? Available at http//docs.google.com/viewer. (Accessed 1st April 2010)Vecchio, P. R (1988) Organizational Behaviour, Dryden Press, pp286-304

Importance Of A View From The Bridge Film

Importance Of A draw From The Bridge FilmA View from the Bridge is a contribute written by Arthur Miller in 1955 when he was living in New York. In the 1950s New York was a very showbiz and glamorous place back in the days and was known as the centre of the world, it attracted thousands of illegal immigrants from all over the world, especially from countries like Italy. The quite a little who came to America were looking for a better quality of life which is the case for two of the characters within this cope with. Miller practice sessions various techniques and storylines to create tension for the earshot much(prenominal) as the threat of the discovery of the two illegal immigrants, Marco and Rodolpho. The unusual tension in-between brings terror to a tragic protagonist. Miller wrote this picnic as a Modern Greek tragedy. Arthur Miller uses a rightful(a) story he previously heard to grab the hearing. Re-written in his own words, Arthur Miller bought the controversial topi cs of incest, elaboration and masculinity. Based on Arthur Millers play, I am going to analyse the spectacular tension built up in deed of conveyance 1 and it follows on to Act 2. I will be looking at uses the characters, stage directions, shore up, lighting, language, and setting as these salient devices help to build up the dramatic tension for the interview.The play is set in a ghetto community of Sicilian Italians. It is known as the Red Hook Community. Most Italians at that time lived in poor areas sooner than regular Americans who lived in richer areas or upstate. During the 1950s the Italians that lived in America had working class jobs. They had work such as being dockworkers and longshoremen in Brooklyn harbour. The characters in the play also work as dockworkers. However the women stayed at home cooked, cleaned and raised the children while the men worked and they would take lead of the family like a patriarchal figure. The idea of women ruling was frowned upon in the Italian culture.Alfieri an old wise lawyer is the main narrator of this play. He tells the play as a review from the very tooth root and informs it is not what but how means that purge though we know the end result its how the end result happens in such an unexpected but fateful way that it grips us and leaves us in shock even after the end. Alfieri speaks mostly fact, so the audience automatically believes his sown opinion. The playwright presents him in the mathematical function of a chorus, from an ancient Greek play. The chorus was a figure who watched the activeness and commented on it, addressing the audience directly. Alfieri is a vital part of the play. He adds grandeur to the play and sets it in a wider context and broadens the subjects of people, hu macrocosmity, and our society. Alfieri clarifies the real means of events for the audience. He raises the many issues of the play. Alfieri does this by delivering a speech after a dramatic event and makes the audience refl ect on this episode. He also prepares the audience with a speech for an up coming incident. Alfieri also symbolises God. He looks down on the carelessness of others but he is powerless to stop any events in the play.The play is divided into two acts. The first act establishes the tensions between Eddie, Catherine, Rodolfo and Beatrice. The second act activates these tensions and gradually builds until the altercated climax. Alfieri breaks up these acts into short-change episodes and does this by providing a commentary on events.The characters are a vital element in the play, and are the basis of the drama. Eddie is portrayed as a well-respected, hardworking, unexceptional man. He is loyal to his family and is presented as a kind character. He was as good a man as he had to be in a life that was hard and even. Alfieri explains this at the beginning of the play, and this emphasizes that Eddie is an honorable, decent person. However, as soon as a catalyst is introduced, another side to Eddie is revealed, and his true feelings for Catherine exposed. What are the spirited heels for Garbo? Eddie says this to Catherine, in front of the cousins, to deliberately humiliate her. Eddie sees Catherines attention towards Rodolfo and becomes jealous. This sexual jealousy grows throughout the play and the audiences realize that what did seem like over-protectiveness is in fact amative obsession for Catherine. This disgusts the audience and so they begin to turn against Eddie. Eddies connection to Catherine is his flaw. Eddies actions for Catherine become too obvious.His eyes were like tunnels. Alfieri says this to describe Eddie. It suggests that Eddie only focuses on one amour which is Catherine. This is obvious when Eddie calls Immigration to snitch on Marco and Rodolfo. It highlights Eddies desperation and loss of rational thinking as he acts on the contrary of his own strong beliefs, which he outlined at the beginning of the play with the consequences of Vinnie Banza los betrayal.The characters are all involved in very tangled relationships and this brings a lot of confusion. Beatrice is jealous of Eddies love for Catherine. When am I gonna be a wife again Eddie? She is very frustrated with her husband, but he will not face the reality of the situation. Eddie expects Beatrice to support him, as wives were supposed at that time. So when Beatrice defends Catherine Eddie cannot understand why his wife is deliberately defying him as he believes he is being perfectly concludeable.The characters all nominate distinguishable personalities and lifestyles. The biggest contrasts are the two brothers. Rodolfo represents a fun, carefree, ambitious, entertainer. However, Marco is a serious and hardworking person who is in America to earn money for his family. This variety of characters adds depth to the play and allows the audience to relate to each of them. Eddie hints that Rodolfo is homosexual due to his feminine characteristics. He sings, he cooks, he could make dresses. Eddie says this as a bitter response to hurt Rodolfo. The reason he mentions this is because, he feels threatened and thinks Rodolfo is stealing Catherine from him.The set, properties, and lighting also increase the dramatic tension in the play. The set is not real, although it does need to show just about reality. The set arrangement enables the inside of the flat tire, the street outside, and Alfieris office all to be represented without any scene changes. This arrangement means that the lighting is indwelling as it indicates which part of the set is in use. The lighting is also important as it is used to draw focus to a particular character or event. A phone booth begins to glow on the opposite side of the stage a faint, lonely blue. This is an example of when light is used to symbolise a characters thoughts. As the light grows brighter, it represents Eddies determination to call the immigration office. This lighting effect acts as a viewpoint for the audi ence and emphasises the phone, making the whole event more dramatic. The lights have gone down, leaving him in a glow. This stage direction occurs after Eddies death. The darkness signifies and end, and also the sorrow felt by Eddies loved ones. The lighting creates a very intense atmosphere.The props on set add realism and interest to the play. The characters can interact with the props so there is more action and a greater impression of everyday life. They add texture to the scene and give the characters something to react with. Beatrice is taking down Christmas decorations and packing them in a box. The props in this scene are much explicated as they inform the audience of the time of year. This could be interpreted as if the joy and excitement of Christmas is over and this so is the end of the happiness in the family as the immigration officers are about to arrive.The language in the play allows the audience to know the characters relationships, emotions and thoughts. It is the most obvious lineament of drama. The dialogue in the play also separates the characters. Alfieri is the only clear, powerful speaker in the play as the other entire characters converse in slang. They use the wrong tenses and shorten words, for example sumpm and utterin. Miller uses this language to create a working-class, poor environment. Pauses are a very effective way to create dramatic tension. The audience is not used to silence, so when the characters are quiet it has great impact. The silence is usually due to a dramatic event and it allows the audience to fawn the full impact of the situation. These pauses create suspense and the audience wants to know what will happen next. Eddie uses language to distance Rodolfo as he is jealous of him. He is coming more and more to address Marco only. This shows how Eddie disregards Rodolfo and tries to exclude him from the conversation. Eddie uses language to subtly show his contempt for Rodolfo. How the character performs the dialogu e is an important factor as devices such as sarcasm can change the meaning of the speech. Eddie often says things, concerning Rodolfo, which have a different meaning. He sings, he cooks, he could make dresses. Eddie says this to humiliate Rodolfo, implying that he is homosexual, even though it is in fact a compliment as these are his talents. The actors tone of voice also has a great effect on the meaning of the speech. The language of a character gives the audience an insight into their personality. Marco seldom speaks. This could be due to his poor English, but it could also show that he is a man of action, not words and he spends most of his time deep in thought.Each part of the set suggests particular themes in the play. Alfieris office represents the law. The apartment symbolises family links, and the apartment above is not seen and therefore it means the unpredictable events. The street is where feelings are released, the fight occurs in the street and Beatrices conflict with Eddie.The stage directions are the most essential dramatic device in the play. They bring the play to life and show how the characters interactEddie is pleased and therefore shy about it. This stage direction displays Eddies true feeling which there is no dialogue to express. Some matters cannot be openly discussed, so are shown in gesture and action. When Catherine serves Eddies food, or lights a cigar for him, this illustrates the relationship they have. For a 1950s audience, the lighting of a cigar would be a very symbolic action.Stage directions can also show a buildup of tension. For example when Lois and Mike talk to Eddie about Rodolfo, Eddie tries to infer that Rodolfo is homosexual and he wants them to support his accusation. However, Lois and Mike do not submit to this. They try and disguise Eddies suggestion with gradual laughter until they last explode in laughter, showing the release of tension as they leave. In the scene where Eddie kisses both Rodolfo and Catherine, the kisses are a very effective way of generating drama. For an audience in 1955, the double kiss would have been scandalous. Eddie kissing Catherine proposes incest and Eddies kiss with Rodolfo is demonstrating his supposed homosexuality. Both kisses repel the audience and Eddie loses the audiences sympathy further when he calls immigration.Miller maintains these dramatic techniques to build up tension to keep the audience stimulated in such way that they would into the play. The devices work together to form an exciting, effective, enjoyable play.

College Admissions Essay - The Power of Kindness :: College Admissions Essays

College Admissions Essay - The Power of KindnessOne day, when I was a freshman in high school, I saw a kid from my class was walking home from school. His name was Kyle. It looked like he was carrying all of his books. I thought to myself, Why would anyone bring home all his books on a Friday? He must really be a nerd. I had quite a weekend planned (parties and a football game with my friends tomorrow afternoon), so I shrugged my shoulders and went on. As I was walking, I saw a bunch of kids running toward him. They ran at him, knocking all his books out of his arms and wanton him so he landed in the dirt. His glasses went flying, and I saw them land in the grass about ten feet from him. He looked up and I saw this terrible sadness in his eyes. My heart went out to him. So, I jogged over to him and as he crawled around looking for his glasses, and I saw a tear in his eye. As I handed him his glasses, I said, Those guys are jerks. They really should get a life. He looked at me and sa id, Hey thanks There was a big smile on his face. It was one of those smiles that showed real gratitude. I helped him pick up his books, and asked him where he lived. As it turned out, he lived near me, so I asked him why I had never seen him before. He said he had gone to private school before now. I would have never hung out with a private school kid before. We talked all the way home, and I carried his books. He turned out to be a pretty cool kid. I asked him if he wanted to play football on Saturday with me and my friends. He said yes. We hung out all weekend and the more I got to know Kyle, the more I wish him. And my friends thought the same of him. Monday morning came, and there was Kyle with the huge stack of books again. I stopped him and said, Darn boy, you are gonna really build some serious muscles with this jam of books everyday He just laughed and handed me half the books. Over the next four years, Kyle and I became best friends.

Fidel Castro Essay -- History Biographies Papers

Fidel Castro In 1959, a rebel, Fidel Castro, overthrew the reign of FulgenciaBatista in Cuba a small island 90 miles off the Florida coast. there havebeen many coups and changes of government in the world since then. Few ifany have had the effect on Americans and American foreign policy as thisone. In 1952, Sergeant Fulgencia Batista staged a successful bloodless coupin Cuba . Batista never really had any cooperation and rarely garnered much rear. His reign was marked by continual dissension. After waiting to see if Batista would be seriously opposed, Washingtonrecognized his government. Batista had already broken ties with the SovietUnion and became an ally to the U.S. throughout the gelid war. He wascontinually friendly and helpful to American business interest. But hefailed to bring democracy to Cuba or secure the broad popular support thatmight have legitimized his rape of the 1940 Constitution. As the people of Cuba grew increasingly dissatisfied with his gang sterstyle politics, the tiny rebellions that had sprouted began to grow.Meanwhile the U.S. government was aware of and divided up the distaste for aregime increasingly nauseating to most public opinion. It became clear thatBatista regime was an odious type of government. It killed its owncitizens, it stifled dissent. (1) At this period Fidel Castro appeared as leader of the growing rebellion.Educated in America he was a proponent of the Marxist-Leninist philosophy.He conducted a brilliant guerilla scat from the hills of Cuba againstBatista. On January 1959, he prevailed and overthrew the Batista government. Castro promised to restore democracy in Cuba, a feat Batista had failedto ac... ...ed farlonger measured American responses might have appeared well merit to anincreasing number of Cubans, thus strengthening Cuban opposition to theregime instead of, as was the case, greatly stimulating revolutionaryfervor, leaving the Russians no superior but to give massive support t o theRevolution and fortifying the belief among anti-Castro Cubans that theUnited States was rapidly moving to liberate them. The economic pressuresavailable to the United States were not tending(p) to bring Castro to his knees,since the Soviets were capable of meeting Cuban requirements in suchmatters as oil and sugar. I believe the Cuban government would have beendoomed by its own disorganization and incompetence and by the growingdisaffection of an increasing number of the Cuban people. Left to its owndevices, the Castro regime would have withered on the vine.