Movie (Film) Version of William Shakespeares Romeo and Juliet :: Movie Film comparison compare contrast

Movie (Film) Version of Romeo and Juliet      Ã‚  Ã‚  Ã‚   There have been many romantic films made in the past as well as now in the present, from Wuthering Heights to Pretty Woman.   But, one of the most romantic of all films is the story of Romeo and Juliet.   It is safe to say that most people are familiar with this story.   A couple so determined to be together, ended up tragically in the arms of one another because of their feuding families. Today, a new director attempts to recreate this Shakespearean story by adding a little of his on twists to it.   Using the same dialogue as Shakespeare, this director sets the story in modern times.   Romeo and Juliet, the movie, gives audience in the twentieth century a taste of a new and mystical flavor to this well-known love story.      Ã‚  Ã‚  Ã‚   The setting of Romeo and Juliet, as expected, was totally different from other settings in the past.   This setting, however, was not necessarily set in way of how people today would live.   The story was set more fantasy-like. Because of the setting, the deaths of the people in this movie did not seem as moving as to the old movies.   For some reason, the setting of Mercutio's death interfered with this supposedly poetic scene.   A broken down stage on a sandy beach does not seem to fit well together.   The setting seemed pretty artificial. Also, the scene when one of the Montagues died at the gas station did not seem as depressing as would be if any other person was to die.   This scene was the opening one so, the audience could have been distracted by the dialogue and therefore, not paying attention to the death to much.      Ã‚  Ã‚  Ã‚  Ã‚   In the beginning of the movie, it was hard to adjust to the dialogue with the atmosphere.   The dialogue was way on the other side of the timeline compared to the setting.   Some of the audience was even laughing.   Perhaps that was why it was so difficult to follow the movie with all those distractions.      Ã‚  Ã‚  Ã‚  Ã‚   What was quite remarkable about this movie was how the director incorporated today's problems and events with the old Shakespearean dialogue.

Fdi in North America

Analysis of Foreign Direct Investments of North America Kristin Daughdril & William Cassidy Business Administration 418 Abstract Foreign Direct Investment (FDI) is an investment involving a long-term relationship and reflecting a lasting interest in and control by a resident entity in one economy of an enterprise resident in a different economy (UNCTAD). There are two types of FDI, inflows and outflows, which can be used to help determine the investment strategies and economies of countries engaged in FDI.North America has been the source of nearly one-half of all investment and almost three-quarters of the jobs created throughout the globe (Huggins, 442). North America is probably the most important continent when it comes to dealing with FDI. The three main countries of North America, the United States, Canada, and Mexico, all rank in the top 15 of world economies, proving them to be desirable partners in FDI transactions.The trends of FDI discussed in this report will be unpar alleled to this information and can lead to some predictions on how future trends of the countries of North America will continue to be superior to that of the other continents of the world. Keywords: Foreign Direct Investment, FDI Inflow, FDI Outflow Foreign Direct Investment is investment of a company located in a different country either by buying a company in the country or expanding its business into the country. FDI can be done for many purposes.Companies may have tax incentives abroad, cheaper labor, abundant resources, target-specific markets or other reasons to enter into direct investment with a foreign country. Three components of FDI include equity capital, reinvestment earnings, and intra-company loans. These three components are the values that, if changed, will affect FDI first-hand. FDI inflows are flows of investment into the reporting country from a non-resident entity. Outflows are just the opposite. They are the reporting countries’ investments into a coun try abroad.FDI has become a major factor in accessing economic power in the world economy. The North American continent consists of many countries including the United States, Canada, Bermuda, Greenland, Mexico, Belize, Haiti, the Bahamas, Jamaica, and many others. This report focuses on the only two developed countries in North America, US and Canada, as well as another top economy of the world, Mexico. It has been found that North America has been the source of one-half of all foreign direct investment in the globe (Huggins, 442). All three countries are ranked in the top 15 in world economies.All three counties are members of WTO and, in spite of the differences in views on international trade and investment among the three countries; they entered NAFTA (North American Free Trade Agreement). NAFTA, along with the Canadian US Free Trade Agreement, CUSFTA, has increased the desirability of interest in the North American economic integration (Bird, 406). In the Americas, FDI is gove rned by a multi-layered system of agreements that include national investment statutes, bilateral investment treaties, free trade agreements, common markets, and multilateral instruments (Haslem).NAFTA: Recently, foreign direct investment has changed from relying on how much a country exports, to now focusing more on trade between countries. In order to focus more on trade, many countries have abolished some trade barriers between countries, causing countries to do away with the protectionism strategy. Mexico, Canada, and the US decided to become a part of the North American Free Trade Agreement. This agreement allows the countries to trade freely. As a result of NAFTA, their foreign direct investment rose dramatically; Mexico, as well as Canada, has seen a great increase in FDI and import production.This also lowers the cost of trading between these countries because they are close to each other. This reduces the cost of transportation, causing an incentive to trade together. This treaty is a big reason for Mexico and Canada’s success. Mexico: Mexico is the second largest recipient of FDI in Latin America and the Caribbean. Foreign direct investment plays a big role with Mexico’s success. More countries participate in trade with countries that have an open economy, since they do not have as many taxes and tariffs that many protectionist countries have.According to the World Investment Report 2006 published by the United Nations Conference on Trade and Development (UNCTAD), in 2005, ‘Mexico received more than 19 billion U. S dollars which puts it among the top 13 in the world and among the top four in developing countries. The United States has a big impact on Mexico’s economy. The spike in foreign direct invest in 2001 was due to the $12. 5 billion purchase of Banamex by United States’ Citigroup. This caused a dramatic increase in the FDI of Mexico in 2001.By looking at the graph of FDI flows within Mexico, it appears that th ere was a major drop of FDI in 2002; this is only due to 2001 being such a good year for Mexico. Canada: Foreign direct investment in Canada has increased dramatically from 1990 to 2002, an increase of four and a half times within these twelve years. The United States has a major affect on FDI in Canada. In 2001, United States obtained 90 percent of the inflows and 62 percent of the outflows. This is due to the signing of the North American Free Trade Agreement which has increased the cross-border transactions between the two countries.The removal of trade barriers has had a positive effect on the FDI in Canada. The increased presence of international entities in Canada helps to provide favorable economic conditions which are attractive to foreign investors. Since NAFTA, foreign direct investment has increased continuously; without it, Canada’s FDI would not be what it is today. United States: The United States have recently dominated the foreign investment playing field amon g the world economies. The position of the outward flow of FDI has exceeded that of the inward flow every year since 1982.Inflow and outflow are mainly dealt with developed economies, the largest partner being the United Kingdom, closely followed by Canada. Mexico is ranked number 12 as FDI partners with the US. Inward flows of FDI come mainly from the UK, Japan, Canada, and Switzerland. The US experienced steady growth from 1992 to 1998 followed by rapid growth in FDI inflow in 1999 and 2000. The high level of capital inflows between 1999 and 2001 reflects the strong foreign interest in US technology and telecommunications firms during the stock market boom years, prior to the market downturn in 2001 (Bloodgood). 001 recorded the lowest inflow increase the US had seen in many years. This could be due to the terrorist attacks on the world trade centers, causing the stock market crash. Investors may have feared the threat of potential future terrorist attacks. By 2004, investors saw past this threat and the US inflows went on the rise again (Dutta). United States’ outward flow of FDI transact mainly with the UK, Canada, the Caribbean, and Bermuda (Bloodgood). The flow of FDI into other countries stayed steady up until 2004 when the flow increased drastically.This was due to reinvested earnings and the decline of the value of US dollar compared to important host affiliates. Earnings in several industries grew sharply. In 2005, the US recorded its lowest percentage increase in FDI since 1982. The reason for this was that reinvested earnings turned negative in 2005, as cumulative retained earnings of foreign affiliates were drawn down to fund distributors to US parent counties as a result of tax incentives provided by the American Jobs Creation Act of 2004 (Koncz).The rise of outward FDI continued, however, to rise as though 2005 did not occur. Predictions: All three of the countries that have been studied from North America in the research paper have come across many setbacks and burdens in the past years when dealing with foreign direct investment. All three have also overcome many obstacles in order to pursue economic power by becoming international market influencers. All three counties show continued signs of reasonably steady growth in FDI outflow. Inward flow of FDI seems to be similar between the US and Canada.They have both had somewhat inconsistent rises in the inward flow. Nonetheless, they both continue trade with each other and probably will never decline in that particular area. Mexico has had relatively steady increases in inward flow of FDI and continue to rise, leading us to believe that they will continue on their pace to trying to become a developed economy.References Bird, F. , Vance, T. , ;amp; Wollstencroft, P. (2009). Fairness in International Trade and Investment: North American Perspective. Journal of Business Ethics, 84, 405-425. Bloodgood, L. 2008). Inbound and Outbound U. S. Direct Investment with Leading P artner Companies. Journal of International Commerce ;amp; Economics, 63-111. Borga, M. , ;amp; Yorgason, D. R. (2002).   Direct Investment Position for 2001: Country and Industry Detail. Survey of Current Business, 82(7), 23-25. Braithwaite, W. , Ciardullo, J. (2006). Investors Set Sights on Canada. International Financial Law Review, 45-49. Dutta, A. S. , Theis, J. , ;amp; Su, R. (2007). FDI into the US, 1998-2004. International Journal of Finance, 19(2), 4370-4379. Galan, B. , Oladipo, O. 2009) Have Liberalization and NAFTA had a Positive Impact on Mexico’s Output Growth?. Journal of Applied Economics. 12(1):159-180. Haslem, Paul Alexander. (2010). The Evolution of the FDI Regime in the Americas. Third World Quarterly, 31, 1181-1203. Huggins, R. , Demirbag, M. , ;amp; Ratcheva, V. (2007). Global Knowledge and R;amp;D FDI Flows. International Review of Applied Economics, 21 (3), 437-451. Koncz, J. L. , ;amp; Yorgason, D. R. (2006). Direct Investment Position for 2005: Coun try and Industry Detail. Survey of Current Business, 86 (7), 20-35. Koncz, J. L. , ;amp; Yorgason, D. R. (2005). Direct Investment Position for 2004: Country and Industry Detail. Survey of Current Business, 85 (7), 40-53. Leitao, N. (2010). Foreign Direct Investment: The Canadian Experience. International Journal Of Economics ;amp; Finance, 2(4), 82-88. Oladipo, O. S. , ;amp; Vasquez Galan, B. I. (2009). The Controversy About Foreign Direct Investment as a Source of Growth for the Mexican Economy. Problemas Del Desarrollo. Revista Latinoamericana De Economia, 40(158), 91-112. Rosenzweig, P. M. (1994). The New â€Å"American Challenge†: Foreign Multinationals in the US. California Management Review, 36 (3), 107-123. Tancer, R. S. (1997). Foreign Investment in North America and the Pharmaceutical Industry in Canada. International Executive, 39 (2), 283-297. Waldkirch A. The Effects of Foreign Direct Investment in Mexico since NAFTA. World Economy [serial online]. May 2010;33(5) :710-745. Mexico: Inward FDI flow Mexico: Outward FDI flow Canada: Inward FDI flow Canada: Outward FDI flow United States: Inward FDI flow United States: Outward FDI flow

Recommending a Marketing Mix for a Service ‘Lumia’ 800

GAC012: Business Studies Assessment Event 3 Recommending a Marketing Mix for a Service ‘Lumia’ 800 of NOKIA Mobile Company’ Student: Zhou Siyan ‘Effie’ ID number: ZMSC22222 Tutor: Maqui Due Date: November 19, 2012 Date submitted: November 19, 2012 Word Count: 1249 words Table of Contents Executive Summary 1. 0 Introduction 2. 0 Research Methodology 3. 0 Research Findings 4. 0 Discussion 5. 0 Conclusion and recommendations Reference List Executive SummaryWhen technology change the way people interact with each other in daily life, those writing days were gone with letters and postcards and personalized greeting cards and they are turned into emails, online social networking chat, sending text messages mostly with a mobile phone. The research paper is about choosing a product on which we will do and recommend a marketing mix. In order to come up with a good marketing mix, we gathered information online and from some interviews, discussion and findings w hich finally given our own conclusions and recommendations.The outcome of the paper concentrated on the recommended marketing mix for a chosen product which is lumia from ‘NOKAI’ and for its competitor which is G21 ‘HTC’. Therefore, there are different own style between the two companies in doing their marketing mixes, also we believe that our recommendation for a marketing mix for Nokia is considerable. 1. 0 Introduction This research is focus on recommending a marketing mix for a chosen product which is Lumia 800 form the NOKIA mobile company. A new type of mobile phone, with new designed out looking and the powerful windows phone 7. operating system, not only can be used for daily phone calls, sending messages but also is a perfect integration of work and leisure for people with it can get contact with social network and surfing the internet and enjoy the music or movies, books anytime anywhere they want. There is no doubt that this product is popular am ong teenagers, but actually our target market is people from 15 to 40 years old. The key success factors in this market are as follows: Appearance design, Operating system, Product quality, Brand awareness.Moreover, the reason why we chose Lumia 800 from NOKIA mobile company as our product is that representative products of NOKIA now whenever considering its quality or satisfaction As for the SWOT of NOKIA Company, firstly, the strengths is a position as industry leader in the telecommunications and electronics industry. Secondly, the weakness is that it is cannot sustain its current marketing rate. Thirdly, opportunity is that its marketing are all around the world. Lastly, threats are the competitive pressure from other companies, such as Apple, Google.As for marketing mix of the product Lumia 800, the price we recommend is about 1800 RMB and we decide to promote it through TV, Magazine, Film or any other possible way. As for place, we plan to set up monopolized store and expandin g to the overseas markets. The outcome of the research is that the NOKIA with an excellent marketing mix can finally overcome its weakness–the declining market position. It is the target object on (Lumia 800) and popularity of windows phone OS that determine our choice of the marketing mix. 2. 0 Methods . 1 In order to collect the data, an interview is done in relation to the NOKIA Company and the product by asking questions from the managers in phone selling company. Moreover, we visit some appropriate Internet sites such as the official website of NOKIA and Google, Wikipedia and so on. From the way we used different websites to widen the scope of our research and gather important facts during interview to give clarity to vague topics concerning our report, the data collection methods can perfectly address the research bjectives. 3. 0 Findings A key competitor is the HTC Mobile Company and its marketing mix is as follows The product is HTC G21(Sensation XL), with 4. 7 inches of high-definition display and GSM & WCDMA network system and 8000000 pixels camera and it is a very popular product of HTC. The price on sale now is 2079 to 3699 RMB. As for place, product are on sale in monopolized store around the world. Promotions can be done in several ways, like on sale with plan cap or with tax-free.The analysis of the current SWOT of NOKIA is as follows: strengths is its position as industry leader in the telecommunications and electronics industry. Also, it shows to the world the incredible ability to adapt to the market. Weakness may be that it has grown so huge, as the fifth most valuable brand in the world, that it cannot sustain its growth at its current rate. It still have some opportunities like Nokia's leadership in the area of mobile phones and its versatility open the company up to a wide variety of communications and mobile device possibilities — markets that are growing throughout the world.Threats are that Nokia is facing a number of thr eats from companies such as Apple, Google, and Research in Motion, all of which are investing heavily in the mobile phone industry in an attempt to gain dominance. The marketing mix we recommend is as follows: NOKIA Lumia 800 with large display screen, the shape of phones, the face plates and the soft key touch pads charges about 1800RMB which can be accepted by most of the customer and maybe the innovation of Promotion Method Oriented by Target Consumer is necessary. We decide to promote it through TV, Magazine, Film or any other possible way.As for place, we plan to set up monopolized store and expanding to the overseas markets. We came up with a promotion strategy: NOKIA can enhance its Promotion Management and built a large database, making a dose control of terminal promotion activities. Furthermore, it is a good choice to have a surprise price on holidays and it can be on sale on a duty-free shop to attract more customers. Here are the interview summary: The ratio of concern o f the Symbian OS (NOKIA’s own system) Month1357911 The ratio of concern (%)67. 265. 460. 857. 754. 847. 2 Table 1 From table 1, we can know that the ratio of concern for the Symbian OS in 2010.The Symbian OS is the primary OS of NOKIA; the data can reflect the rise and decline of NOKIA. Graph 1 The data from Graph 1 is ajusted from the table 1. According to this bar graph we can clearly see the trends reflecting the rise and decline of NOKIA. 4. 0 Discussion We came up with the marketing mix based on its recession during these years and also referred to the statistical data and the current situation analysis. the reason why we chose Lumia 800 from NOKIA mobile company as our product is that representative products of NOKIA now whenever considering its quality or satisfaction.And the price is 1800 because it can easily be accepted by ordinary people to attract more customers. We build up NOKIA’s own franchise stores, according to the successful case-apple store. There a re a lot of factors will affect the findings, like the information online and the interview of or the advice from teachers. 5. 0 Conclusions and recommendations After long time discussion and findings and information we gathered online and from interviews we determine our final marketing mix for NOKIA Lumia 800. To summarize, the price we recommend is about 1800 RMB and we decide to promote it through TV, Magazine, Film or any other possible way.As for place, we plan to set up monopolized store and expanding to the overseas markets. The final marketing mix has its competitive edge when we consider its price. The price is reasonable but still quality-guarantee. What’s more? The brand awareness, just like most people will choose to buy the well-known brand instead of a normal brand even they have a similar product at same price. Reference List Wikipedia (2012), Nokia [online] Available at: http://en. wikipedia. org/wiki/Nokia (Accessed November 5, 2012) Wikipedia (2012), HTC [o nline] Available at: ttp://en. wikipedia. org/wiki/HTC (Accessed November 5, 2012) HTC. COM (2012), the HTC phones [online] Available at: http://www. htc. com/us/smartphones/ NOKIA. COM (2012), the Lumia 800[online] Available at: http://www. nokia. com/us-en/products/phone/lumia800/ (Accessed November 5, 2012) Wikipedia (2012), marketing mix [online] Available at: http://en. wikipedia. org/wiki/Marketing_Mix (Accessed November 5, 2012) Mysmartprice (2012), the Lumia 800[online] Available at: http://www. mysmartprice. com/mobile/nokia-lumia-800-msp1531 (Accessed November 5, 2012)

Kola Nuts

Kola-Nut: The Symbol of Hospitality (title) †¢It is a bitter brown seed containing caffeine †¢In the past, has been added to drinks to diminish hunger and fatigue †¢The offering of a Kola-Nut is very important in the igbo culture and is only offered to very important guests †¢This offering of the Kola-Nut has three steps that must be followed. The first step is the presentation of the kola-nuts.The next is the breaking of the kola-nut and the third is the distribution of the kola-nuts †¢Presentation of the kola-nut can only be done by privileged men †¢Kola-nut is passed around until it finally comes back to the guest †¢Elder will then hold up kola-nut and say a prayer †¢Then kola-nuts are eaten Onyemaechi, Uzoma. â€Å"Igbo Culture and Socialization. † Igbo Culture. University of Michigan, 26 May 2012. Web. 29 Oct. 2012. . Widjaja, Michael. â€Å"Kola Nut. † Igbo Culture and Igbo Language. N. p. , 4 Nov. 2011. Web. 29 Oct. 2012. . â€Å"Kola Nut. † Energy. N. p. , 16 July 2011. Web. 29 Oct. 2012. . Igbo Foods * The Yam is a staple food for Igbo people and civilization * Yam was always abundant, helpful during lean times * The Iwaji or New Yam festival each year celebrates importance of vegetable in Igbo culture.Prayers offered up and thanks given to the gods and spirits of traditional folklore. * Yam made in many ways * Can be pealed and boiled or pulped into a doughy consistency to produce pounded yam * Also ate a lot of pumpkins and gari (cassava powder) dumplings * Regular Meals * Typically soup with meat or fish * Sided with yams, garri (tapioca), semovita, or jollof rice Hafner, Dorinda. A Taste of Africa . Berkeley, CA: Ten Speed Press, 1993. Imoisi, Janice. Cooking Nigerian Style: Delicious African Recipes .Houston, TX: Gayle Publishing. , 2000. Widjaja, Michael. â€Å"Food and Recipes. † Igbo Food and Recipes. Michael Widjaja, 2000. Web. 29 Oct. 2012. . Agwu, Kene. â€Å"Yam and the Ig bos. † BBC News. BBC, 8 Jan. 2008. Web. 30 Oct. 2012. . â€Å"ANAM CITY Blog. † Yam Preservation A «. N. p. , n. d. Web. 30 Oct. 2012. .

Employee Resistance to Change Essay

Contemporary business dynamics are pressuring organisations to change and adapt effective strategies to operate and remain competitive within this competitive environment. As a result, organisations are responding by embracing change as part of the transformation and strategising process (Pieterse, Caniels & Homan, 2012, p. 799). However, when changes in the organisations occur, employees are likely to resist such changes (Zwick,  2002, p. 542). According to Bovey and Hede (2001, p. 372) when people are confronted with major organisational changes, they are likely to go through a reaction process because change involves moving from known to unknown. Employee resistance to change occurs when managers adopt top-down change process, forgetting that employees are important part of the change process; employee inclusion and motivation is crucial and inevitable. This paper is conducted to explore the main problem of employee resistance to change and motivating factors that lead to employ ee resistance. This essay will also propose recommendation of appropriate solutions to this problem. Organisations in the 21st century have to strategise and establish effective competitiveness by undertaking transformational change initiatives. Transformational change requires organisations to make radical modifications to their business models as part of dealing with contemporary uncertain business environment as well as repositioning effectively in the wider business environment (Pieterse, Caniels & Homan, 2012, pp. 799-800). Organisational managers would want to lead relatively smooth and productive change initiatives as part of their responsibilities of managing organisations appropriately. However, when changes do occur, Manuela & Clara (2003, p. 148) has established that employees are likely to resist the changes. Resistance has to  be viewed as a natural process that is bound to happen and should be expected to any change process. Resistance to organisational change manifests in several ways. According to Bovey and Hede (2001, p. 540) major ways in which resistance to change occurs include employees having grievances, level of turnover increasing, efficiency declining, output decreasing, and aggression to management increasing. Many organisations desire to undertake changes that transform and positively impact their organisation, although this does not happen in many cases. According to Pieterse, Caniels and Homan (2012, p. 798) change is becoming a common element of organisational life. Balogun and Hailey (2008) point out that organisation that are keen to remain competitive are those that are continuing to adapt to changing business environment. However, even when this is the case, Grant and Marshak (2011, p. 204) have argued that effective organisational changes are unlikely to be experienced by an organisation when they are initiated. In an earlier research that was carried out by Hughes (2011, p. 451) it was argued that 70% of change programmes that organisations undertake fail to achieve their intended outcomes or purposes. At the same time, Schraeder (2004, p. 340) found out that 34% of organisations that undertake organisational changes are likely to achieve positive results, meaning that 66% of organisations are bound to fail in their change initiatives. As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp. 43-45). Top-down change process provides prescription that  has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of change and its implications, having conviction that change lacks sense for the organisation, and employees having low tolerance. In addition, employees resist change, which according to Martin, Jones & Callan (2005, pp. 265-268) is as a result of developing selective negative perception to the process, having habit of not tolerating change, viewing change as inconveniencing or loss of freedom, fear of economic implications from the process, fear of unknown, and remembering past bad experiences with change process. Organisations can address employee resistance to organisational change by implementing three categories of recommendations based on the Kurt Lewin Change Model. Lewin’s model is also known as ‘Unfreeze-change-refreeze’ approach, where any change process in the organisation should be embraced after having thorough understanding of the process and adequate motivation for those affected has to be facilitated (Brisson-Banks, 2010, p. 244). The first stage of change involves unfreezing, which should involve  organisations making adequate preparations in order for anticipated changes to be accepted. This is a stage where status quo impeding change process should be diluted and broken successfully. During the unfreezing, it is important for organisation to undertake several measures aimed at reducing resistance: have clear picture of what should be changed, research to establish current state of the organisation, have clear understanding of what change should be pursued, and generate adequate support from the management for the process (Brisson-Banks, 2010, p. 244). At the same time, management should create need and desire for change in the organisation by creating an attractive and motivating message about the importance of change for the organisation and communicating it to employees, developing a vision and mission that employees are able to buy into, increasing communication among affected employees, and re-emphasising to employees the importance of change (Smith, 2005, p. 410). Another important step is for management team to understand doubts and concerns that employees are manifesting and be in a position to address and respond to them appropriately. The second stage involves an organisation undertaking and implementing change process while working and diluting all sources that may breed resistance to the process. Change becomes successful when communication and sharing of information takes place frequently (Weber & Weber, 2001, pp. 291-292). Communication is well planned and implemented as part of the change process. At the same time, management should from time to time communicate to employees benefits that are bound to come from implementing change programmes. In this case, it is recommended that management should clearly  explain exact benefits that will occur and how the whole process will affect employees (Burnes, 2004, p. 313). Furthermore, greater effort should be directed towards preparing employees who are affected by the process. The idea should be to introduce change programmes on gradual process, and fostering monitoring, while communicating and sharing information by all stakeholders involved. Consequently, management should work to dispel suspicion, misunderstanding, and fear among employees that compound the process (Wim, 2005, pp. 129-130. This should be achieved through providing timely, open, and honest answers to all concerns by employees, dealing with emerging problems immediately, and developing a positive change picture in the minds of employees (Weber & Weber, 2001, pp. 291-292). More importantly, organisations can foster less resistance to change process when they empower employees by increasing opportunities to enable employees participate in the process, providing proper direction to employees, and enhancing employee engagement in the process (Denise, Rodney & Schmaltz, 2003, p. 317). Additionally, employees should be involved in each stage of change process, develop sense of owning the process, and feeling to participate in the process adequately while their needs are addressed effectively. The last stage of the change process involves refreezing, where effort should be enhanced to ensure changes taking place are being anchored in the culture and employees being motivated to sustain them in their daily activities. In this stage, management of the organisation should ensure employees have greater roles to play in ensuring change process generates long-term benefits (Brisson-Banks, 2010, p. 245). This should involve providing necessary support to employees such as re-training them to acquire new  skills to engage more in the change process. At the same time, effective and adequate participative leadership should be provided to help employees see greater benefits of the change process (Brisson-Banks, 2010, pp. 245-248). In addition, management should create an inclusive reward system to motivate employees and recognise their positive contribution to the change process. Also, effective feedback systems that respect employees should be created to use in monitoring and evaluating the whole process of change in the organisation (Barratt-Pugh, Bahn & Gakere, 2013, p. 752). Besides, information sharing and support for employees should be enhanced and employees should be adequately motivated to a level they feel to be part and parcel of the process, they own it, and their needs are respected and protected (Barratt-Pugh, Bahn & Gakere, 2013, p.756 ). These recommendations aim to ensure employee resistance to organisation change is diluted and where necessary minimised. In conclusion employee resistance to change is a common phenomenon for organisations aiming to transform and change. Resistance to change is motivated by numerous factors within and outside organisation. Employee resist changes in most cases when changes being introduced have a top-down approach that exclude and isolate employees. Employee resistance to change has diverse outcomes, which means that when resistance to any change process occurs, it is important for the management to find appropriate ways to approach the problem. This paper is conducted to analyse and discuss employee resistance to change as a problem and proposed recommendations to address the problem when it occurs. Reference List Awasthy, R., Chandrasekaran, V., Gupta, R. K. 2011. Top-down Change in a Public Sector Bank: Lessons from Employees’ Lived-in Experiences. Journal of Indian Business Research, 3(1), 43-62. Ayodeji, A. A., & Oyesola, R. 2011. Managing Deviant Behaviour and Resistance to Change. International Journal of Business and Management, 6(1), 235-242. Barratt-Pugh, L., Bahn, S., & Gakere, E. 2013. Managers as Change Agents: Implications for Human Resource Managers Engaging with Culture Change. Journal of Organisational Change Management, 25(4), 748-764. Bovey, W. H., & Hede, A. 2001. Resistance to Organisational Change: The Role of Cognitive and Affect Processes. Leadership & Organisation Development Journal, 22(8), 372-382. Brisson-Banks, C. V. 2010. Managing Change and Transitions: A Comparison of Different Models and their Commonalities. Managing Change and Transitions, 31(4/5), 241-252. Burnes, B. 2004. Kurt Lewin and Complexity Theories: Back to the Future? Journal of Change Management, 4(4), 309-325. Denise, L., Rodney, N. L., & Schmaltz, J. 2003. Managing Resistance to Change in Workplace Accommodation Projects. Journal of Facilities Management, 1(4), 306-321. Grant, D., & Marshak, R. J. 2011. Toward a Discourse-Centred Understanding of Organisational Change. The Journal of Applied Behavioural Science, 47(2), 204-235. Hughes, M. (2011). Why Does Change Fail, and What Can We Do About It? Journal of Change Management, 11(4), 451-464. Manuela, P., & Clara, M. F. 2003. Resistance to Change: A Literature Review and Empirical Study. Management Decision, 41(2), 148-155. Martin, A. J., Jones, E. S., & Callan, V. J. 2005. The Role of Psychological Climate in Facilitating Employee Adjustment During Organisational Change. European Journal of Work and Organisational Psychology, 14(3), 263-289. Pieterse, J. H., Caniels, M. C., & Homan, T. 2012. Professional Discourses and Resistance to Change. Journal of Organisational Change Management, 25(6), 798-818. Schraeder, M. 2004. Organisational Assessment in the Midst of Tumultuous Change. Leadership and Organisation Development Journal, 25(4), 332-348. Smith, I. 2005. Achieving Readiness for Organisational Change. Library Management, 26(6/7), 408-412. Yilmaz, D., Kilicoglu, G. 2013. Resistance to Change and Ways of Reducing Resistance in Educational Organisations. European Journal of Research on Education, 1(1), 14-21. Weber, P. S., & Weber, J. E. 2001. Changes in Employee Perceptions During Organisational Change. Leadership & Organisation Development Journal, 22(6), 291-300. Wim, J. L. 2005. The Role of Communication in Organisational Change. Corporate Communications: An International Journal, 10(2), 129-138. Zwick, T. 2002. Employee Resistance Against Innovation. International Journal of Manpower, 23(6), 542-552. 10 | P a g e Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change

Do Spin in Political Marketing Destroy Democracy?

It is possible to encounter political marketing in democratic societies because politicians sell their ideas to public. The more buyers they gain, the higher probability they win elections. While bargaining their ideas, politicians will do whatever needed to be elected. † Spin† is one of the things done during election eves to obtain more votes, for instance. These can ruin the democracy in such countries. For democracy to work properly, individuals should vote under no control of anyone and with clear opinions about politicians. To say that democracy exists, high percentage of public should participate in the elections by voting, as well. The main reason of this essay is to question whether or not political marketing and spin ruin democracy. Understanding it is crucial in taking necessary cautions for democracy to work. If those are really harmful to democracy, then they should be treated as the enemy of democracy. In this essay, every important impact of political marketing and spin to democracy will be examined and demonstrated how significant they are. To do these, this essay will start with the effects of â€Å"spin†, continue with the inequalities among politicians that political marketing causes and the importance of floating voters, which are bad for democracy, and finally, end with explaining how political marketing could be useful for democracy even if this usefulness pales in comparison to these bad impacts. â€Å"Spin† in political marketing gives wrong opinions about parties to voters and that contribute to ruining democracy. Politicians intend to gain political advantage and to do this; they resort to deceiving their potential and current voters. Spin† is one of the most moving things they do. To explain what â€Å"spin† is, David L. Martinson gives an advertisement example, which is quite appropriate and successful for this topic (2001). In that advertisement, the advertisers claimed that one slice of their bread contained fewer calories than any other bread’s slice. What makes this an e xample of spin is that they didn’t mention how thin these slices were cut. By doing that, they would make their consumers buy the breads so that they can lose weight. Martinson also says that this company didn’t have to share all the details with their consumers but had to present that significant detail (ibid. ). Likewise in politics, politicians avoid to tell some facts so they obtain more votes. After being deceived by the politicians who spin information, the public will vote for them in order to meet their expectations. However, after these politicians are elected, those who vote for them can’t find what they have expected. So, actually these people voted for different ideas and promises, and now are governed by others, which is definitely not a democratic process. To give an example of this in politics, Nick Clegg and his promises about tuition fees can be chosen. Everyone who had voted especially for this problem couldn’t receive any solution they expected. What they were expecting while electing him was lowered tuition fees, meaning he was the one who’ll provide lower tuition fees for the voters, but he actually was a different politician. In short, â€Å"spin† ruins democracy because it prevents people to vote for the right party by deceiving them. Political marketing promotes inequality among politicians regarding to financial resources and/or being good seller, and these make being elected nearly impossible for some politicians who lack of financial resources and advertising skills, meaning this causes an incomplete, ruined democracy. Firstly, being a successful advertiser is more important that being a good governor. McNair puts the significance of advertising skills in political marketing. He thinks that Ronald Reagan was successful because of his actor’s training. He also gives the example of Michael Foot. He says that Foot was a great thinker and an intellectual party manager but not able to fit the televisions. Because of this, he was replaced by someone who fits the televisions better (2011). McNair can’t refer to any sources because of the subjectivity of those. However, considering the general knowledge, it can easily be said that he is right. These examples show that being a good seller is more important than being a good thinker, meaning those who don’t have seller skills don’t have chances to be elected. Secondly, money has a significant role in elections. McNair explains the importance of money in politics with these words: â€Å"Political power becomes something which can be bought rather than won in a democratic contest. † (2011, p. 37) He strengthens this statement by giving the Goldsmith example. This example shows how right he is. He also adds that money can be used to buy creativity and innovation to make political communication effective. Similarly, with money, politicians can put themselves everywhere such as on TV, posters on streets. In short, with money, successful advertisements can be applied to public. Likewise, politicians can give money to the press and the media or buy them to influence public because the press and the media usually have more influence on public than any political advertising (O'Shaughnessy, 2001). Those who don’t have enough financial sources don’t have advantage as much as the ones who have enough sources. In conclusion, there are some inequalities among politicians such as financial resources and advertising skills that make some politicians have some advantages that enable them to win elections although there might be better governors that the public would choose. Floating voters can determine the results of an election and making only these votes change by political marketing can ruin democracy. According to the studies McNair refers to, only few people change their votes because of political advertising (Diamond and Bates, 1984 in McNair, 2011). At first, this statement may seem to tell that political advertising doesn’t work and it can’t possibly ruin democracy but it does. Floating voters have a crucial role in elections. They can determine the results of elections in democratic societies even though they form a small percentage of the population in a country. This makes them the most important and an easy target of political marketing. Effecting or manipulating a small group of people is way easier than crowds because some weak points of these people can easily be known and used appropriately to regulate them. Therefore, when advertisements come into play, they will be quite successful and change their audiences’ votes. This leads to the destruction of democracy because politicians eventually get what they want through political marketing. To summarize, floating voters, who may be the determining factor of an election, are very susceptible to political advertising and can, therefore, be controlled easily by political marketing, which ruins democracy. Despite all these bad effects of political marketing for democracy, there are positive side-effects of it that help democracy to work such as increasing participation in elections; variety of ideas, opinions, romises; and knowledge about various political ideas. When a politician uses political advertising, another one also uses it in order not to be left behind in the competition, another does the same with the same reason and so forth. This chain makes political advertising and, therefore, politics everywhere and the main agenda of the days. Because of this, everyone hears about politics and attains a political opinion unconsciously or not and goes to vote for a party. This may not be the aim of political marketing, but it increases participation of people in elections. It helps democracy to work properly because the more people say their opinions the better democracy there will be. Other than participation, politicians are now obliged to give what people want. As Scammel writes down on his essay in a convincing and clear way, as the possibilities of transforming information increases, consumers choose what they want but not what producers want (Scammel, M. , ND). In politics, political marketing is the tool that increases the possibilities of transforming information, consumers are public and producers are politicians. When there is no political marketing, people have to vote for only what are thought for them before and this may not result beneficially for these people and democracy. Likewise, political marketing helps ideas and opinions to be heard. As politicians’ competitions take place in agenda, people keep hearing and reading about them, their ideas and promises. Thus, they can encounter various opinions and find what is the most appropriate for them. To sum up, participation and voting for the appropriate party is important for democracy and political marketing help them maintain or increase. In conclusion, â€Å"Spin† and political marketing ruins democracy in general. Firstly, spin gives wrong opinions about politicians to people. People can’t elect the governor they want due to obfuscations. Secondly, due to political marketing, there are some inequalities among politicians. Some are good advertisers, some have a vast amount of financial resources and some have them both. The ones lacking of these cannot possibly win elections even if they are good governors and who public would want. Thirdly, politicians can win elections easily by effecting floating voters, who are usually minorities in most of the countries. Political advertisers can easily determine the result of an election by affecting these minorities. All of these three ruin democracy. Despite those, there are some ways that don’t ruin democracy but help it work. Political marketing may increase participation in elections and it can enable political opinions and ideas to be known. However, these good sides of political marketing are not enough to suppress the bad impacts, meaning political marketing and spin have strong negative impacts on democracy even though they have some positive impacts.

Management Essay Example | Topics and Well Written Essays - 1250 words - 6

Management - Essay Example The Multinational companies are those which have more than one branch in different foreign countries. A global company is a kind of company which has no boundary, for a global company there is more than one head office in different foreign countries and there is no boundary in appointing the board of directions also (Lou, 1999). The difference between the global company and the multinational company is that the global companies don’t differentiate between the home country and host country employees. It is evident that though many international companies claim themselves as multinational companies but from their R & D, know-how, and technicalities they keep the host country aside. Here, it is important to note that, host country is the country in which the organization wants to do business and the home country is said to be the country in which the organization has its base that is the origin. A company is said to be a global company when the country would have similar amount o f representatives present in their board of directors from the home country as well as from the host country Recommendation: The recommendations depend on the nature of the company. If a company has sufficient amount of production so that it can export it in the international market then off course it is recommended for going outside of the country. For example, a dairy company can easily sell the oversupply of cheese and milk to the outside country. If a country has key competence in any of the field then the company can move to the international market to capture the international market. When the firm sufficiently produces surplus products it can go for international market. There are many other reasons for going international of firms. Justification: The move of a company for going international depends on the company’s strength on some parameters. There are mainly three reasons present for the justification of a company’s move towards international market. One is the increased of market share, possibility of increasing economies of scale and scope or learning, gaining competitive advantage, branding of the company (Lou, 1999). Increasing the market share is very important reason to go in the international market. Creating brand awareness among the customers is required to enhance the brand position. Global brand itself is a positioning of any company. If a company is positioned itself as a global brand then it can automatically create popularity and loyalty among the customers. Implementation: The organization should execute both primary and secondary market research for new foreign market to determine the market demand. Recommendation: Establishing franchisee is also a kind of international business strategy. For example, KFC has established its franchise system in different countries even in the third world nations by adopting the culture of the developing countries. Justification: Franchisee would be effective global expansion strategy. T he organization can capitalize on the international business opportunities through the seer knowledge of the franchisee owners about the market demand and several key cultural factors. Implementation: The organization should consider favorable location and footfall regarding the establishment of franchisee. A transparent agreement with the owners will help the organization to perform effective business performances. Recommendation: