Phantom Thread Manipulating Audiences Expectations - Literature Essay Samples

Many have called writer-director Paul Thomas Anderson’s 2017 film Phantom Thread a return to form after two misfires. Not only is Phantom Thread a glorious return to form for Anderson, it will go down in film history as a classic. What makes Phantom Thread so brilliant is not only Anderson’s meticulous attention to detail, his taught interesting direction and script, the performances of Day-Lewis, Kreips, and Lesley Manville’s Cyril, and Anderson’s subtle yet brilliant cinematography, but how Anderson and his actors flip their audience’s expectations on their heads. Phantom Thread reunites the reclusive Daniel Day-Lewis after working together in 2007’s There Will be Blood. Set against the glamorous world of 1950’s postwar England, Day-Lewis stars as Reynolds Woodcock, an eccentric, world-renowned seamstress tasked with crafting the most elegant dresses for the wealthiest and most powerful women of the world. When he goes to breakfast one morning, he meets a beautiful waitress named Alma Elson (played the charming Vicky Kreips). Initially, she is timid and very bashful. But something about her piques Woodcock’s interest in her, and she becomes his muse. They begin to spend a tremendous amount of time together and the two begin to fall in love. As their relationship progresses, though, it becomes toxic for both parties – figuratively and literally – with the help of toxic mushrooms. At the start of the film, Reynolds is portrayed as a cold man with a temper and a penchant to work too much and too hard. Some have inferred that Reynolds is perhaps a gay man. Nevertheless, we would never expect him to be in a relationship, much less happy. At work, he is unforgiving and demanding. At home, he is obstinate and a bit unruly. He is a good and supremely intelligent, albeit damaged man capable of creating stunning work by demanding perfection and not putting up with bologna. When we first meet Alma, Reynolds is the aggressor: he orders a large breakfast from the restaurant she works at and playfully banters with Alma, eventually asking her out on a date. He comes on strong to her, as is usually the case in male-female relationships. It is immediately clear that he is fond of her and sees her as a potential mate. Here, Anderson sets up the relationship as normal. In no way is it abnormal – yet. At first, he extensively courts her. They have fun together. For dates, they typically stay in and make dresses or go out on walks or things like that. It is by no means a great relationship, but it certainly isn’t a bad one either. Nevertheless, the audience expects them to fall in love, have some kids, and live happily ever after with a few minor hitches along the way. But when he loses interest, she takes the reigns as the aggressor. She coaxes him to spend more time with her; as he grows farther apart and Cyril warns him to stay away from her, she inserts herself more and more into his life. She doesn’t think that he cares for her anymore; that he doesn’t love her any longer. After several traditional romantic gesture leaves Reynolds unenthused, unimpressed, unhappy, and wanting to end their relationship, Alma tries something new. One morning, she poisons Reynold’s tea with the wild, toxic mushrooms she had been told about by a housekeeper earlier in the film. He drinks the tea and falls gravely ill, destroying a very important dress for a very important person after collapsing from the poison. Alma, wanting to be loved and appreciated by someone, spends day and night with him, supporting him and nursing him back to health. Keep in mind that as the audience we know something that Reynolds does not: she has poisoned him. We do n’t necessarily expect Reynolds to find out that that Alma did it, but after she does it again we expect him to start to suspect her and eventually break things off. Again, the situation turns out the direct opposite of how the audience would expect it to. Since Alma initially showed no signs of being abnormal and abusive, we would not expect this to happen at all (ignoring the foreshadowing early in the film when Alma and another woman to pick mushrooms and they discuss them together). After he has recovered and they resume their relationship, Alma notices Reynolds slipping away again. So she makes him a poisoned omelette. As he is about to eat it, though, she tells him what she has done. Reynolds, wanting to be loved and cared for just like Alma, doesn’t care and eats the omelette, effectively poisoning himself. We don’t expect this to happen, but it makes sense in context of the story (for the reasons mentioned above) and as a dramatic device to build tension. The film ends at odds with the start of the film. After Reynolds is not an unhappy malcontent. He is – quite quizzically, considering the circumstances – profoundly happy with his life, his wife, and his child. At first glance, he has transformed for the better; however, once viewers realize that he has been put into a toxic, dangerous relationship, it’s clear that Reynolds is a victim of abuse, which is also at odds with his earlier characterization because the audience w ould not expect him to allow such abuse. That is the brilliance of Phantom Thread. And although the film did not do well financially, it deservedly received high marks from critics and audiences alike. Even if it isn’t remembered as classic, it should be remembered as an innovative and exceptionally interesting film at a time in which most films were neither innovative nor interesting. With Phantom Thread, Anderson sets an event up by playing with the expectations of the audience but makes their payoff at odds with said expectations. If that isn’t unique, what is?

Diversity, Inclusion, And Equality Within The World

Militaries all over the world have historically faced problems with diversity, inclusion, and equality within their ranks. The hyper-masculine culture that has been at the core of many military values has facilitated a perspective that excludes certain populations. Women of all backgrounds as well as gay men have struggled through the years for their right to service. This essay serves to explore the struggles as well as progress the Australian Defense Force has facilitated with its LGBTQ officers, and to analyze the current state of equality and inclusion that the ADF has to offer. Militaries all over the world have historically excluded gay men, and to understand why we must first put it into historical context. The issue of gay men serving in militaries have been about for many decades, but the first cases of mass attention began in the 1980s. At his time LGBTQ rights movements erupted into the global scene, and many communities used sex as their expression of freedom. During this era HIV/AIDS was introduced into the LGBTQ community, and it led to the deaths of many people. HIV/AIDS was often mistaken as a â€Å"gay† disease, as it ran rampant through the community. While the community saw sex as one of their few rights or freedoms to have without intervention there were many sexually active gay men. Without the worry of pregnancy it was rare that protection was used, and thus HIV/AIDS spread quickly through the LGBTQ community. At this point in time the diseaseShow MoreRelatedIntroduction to Equality and Inclusion in Health, Social Care and Chi ldrens Young Peoples Settings1090 Words   |  5 PagesUnit 003 Introduction to Equality and Inclusion in Health, Social care and children’s Young Peoples Settings. 1.1– Explain what is meant by; A – Diversity: So not that all people are the same and that different people have different experiences, skills, knowledge, race, age, gender, sexual orientation. Working in a nursery with children from civilian parents and Army parents I am fortunate to get to witness more than one culture, race or children from different backgrounds. Seeing the childrenRead MoreSch 33 Equality and Inclusion in Health Essay1552 Words   |  7 PagesSHC 33 Promote Equality and Inclusion in Health, Social Care or Children’s and Young People’s Settings 1. Explain what is meant by: Diversity Equality Inclusion Mean by Diversity the differences between individuals and groups in society arising from gender, ethnic origins, social, cultural or religious background, family structure, disabilities, sexuality and appearance. Our society is made up of people with a wide range of characteristics. Where people vary in a multitude of ways, includingRead MoreBenefits Of Diversity And Inclusion1657 Words   |  7 PagesIntroduction Diversity and inclusion are hot topics in today’s business world. While treating individuals fairly and equally is a social imperative, it is also extremely important to the success of a business. With the changing demographics of society and its affect on the American workforce, organizations must truly embrace diversity and inclusion. â€Å"For companies to succeed in the global marketplace, they must make the most of the full range of their people. Companies must attract and retain theRead MoreList Key Legislation And Codes Of Practice1177 Words   |  5 Pageslist key legislation and codes of practice relating to diversity, equality, inclusion and discrimination in adult social care setting. There are several pieces of legislation that chains the principles of a number of previous acts. The purpose of this act is to join many of the principles of previous pieces of legislation to make it easier to understand, in places to promote equality and reduce the discrimination, such as; †¢ Employment Equality Regulations 2003 †¢ Special Educational Needs and DisabilityRead MoreTDA 3.61678 Words   |  7 PagesUnit 306 Promote equality, diversity and inclusion in work with children and young people Outcome 1 Promote equality and diversity in work with children and young people 1.1 Identify the current legislation and codes of practice relevant to the promotion of equality and valuing of diversity The education act is based towards the school responsibilities towards children with special educational needs. It means schools must provide resources, equipment and extra support to meet the needsRead MoreHow Legislation and Policies Influence Education in Australia 1009 Words   |  5 Pagesvery a multicultural and diverse country. Consequently schools are faced with many diverse students of different abilities and backgrounds. To ensure equity and fairness among students, policies and legislations have been put into place to ensure diversity is being catered for and that no student is being excluded from the education system. Some of these policies and legislation include: The Disability Discrimination Act 1992, The Salamanca Statement, Disability Standards 2005, Inclusive EducationRead MoreThe Gap Between Upper And Lower Class Essay1263 Words   |  6 Pagesand backgrounds (social justice). Social Justice and Inclusion We look at Social Justice and its’ effect on Students; are the areas where students born, nurtured and educated impacting their success in education and or in life? A basic understanding of Social Justice is â€Å"the fair and just relationship between an individual and society†, i.e equal rights and opportunities in all aspects. By putting motions in to place, such as inclusion, which is the educational response to issues of social justiceRead MoreDiversity, Inclusion And Social Justice845 Words   |  4 PagesI find that the concepts of diversity, inclusion and social justice to be important because they build on each other and have the power to change the world. When all of these aspects work together and are acknowledged then we are able to work toward changing social norms and creating aspects in society that are focused on equity, rather than equality. Of course, social justice should be the goal that we as individuals want to achieve in liberating areas of our that have limited and restrained othersRead MoreTransport for London: A Case Study in Equality923 Words   |  4 Pagesfor London: Case Study in Equality Question 1 In todays diverse environment it is crucial to embrace diversity in a continuously evolving international community. Even more day to day industries must continue to promise an environment that understands and promotes diversity in order to best serve and represent the public at large. Thus, even Transport for London, a government agency supervising public transportation must show that they incorporate equality and diversity into their operating practicesRead MoreImportance Of Diversity And Inclusion1793 Words   |  8 Pages Diversity and Inclusion Diversity and Inclusion is a field within Human Resources that focuses on ensuring the cultural sensitivity as well as the cultural inclusion within an organization (RBC, n.d.). More specifically, diversity is both including and respecting differences of ethnicity, gender, age, national origin, disability, sexual orientation, education, and religion (RBC, n.d.). As where Inclusion is the state of being valued, respected, and supported regardless of what diverse background

Unethical Behavior Sample Essay Example For Students

Unethical Behavior Sample Essay Unethical behaviour can happen in any profession and cause harm to many people. Unethical patterns and behaviour in the accounting universe can be really serious and do a batch of jobs for a batch of people. There are many types of things that are done in the workplace that would be considered unethical behaviour. This would be things such as: reported false hours of work. utilizing work equipment for personal usage. taking things from work to your place. and in the accounting world- defalcating money from others for fiscal addition. There is no ground for unethical behaviour except for self involvement and greed. Accountants might distort studies with bad information for a company so that they would hold a better result on their documents. or to cover up something that is traveling on with the money. This would besides include distorting and changing concern paperss like grosss. or messing with any studies. This all classifies as unethical behaviour. Person may besides distort this information because of corporate force per unit area by the client. â€Å"Perhaps the most common signifier of unethical behaviour is the failure for an comptroller to carry on an in-depth analysis when preparing and revising fiscal information. There are many persons who prefer to take short-cuts† ( Jacobsen. Rick ) . In 2002 the Sarbanes-Oxley Act was put into consequence. This act puts in topographic point regulations that will keep executives accountable for their organization’s fiscal statements and for the truth of those studies. This act is supposed to utilize rough penalties along with condemnable punishments for any that do non follow. This act requires publically traded companies unwrap their codification of moralss. and was designed to advance honestness and good ethical behaviour. Harmonizing to Section 302 of Sarbanes-Oxley Act. companies are supposed to sporadically direct fiscal studies the include enfranchisements about the content of their fiscal studies to guarantee all the information is accurate. Section 802 provinces that punishments of mulcts could be imposed or up to 20 old ages imprisonment for changing. destructing. distorting. hiding. or mangling and objects that alter the studies. Besides up to 10 old ages of imprisonment could be issued for an comptroller who wittingly and volitionally violates the demands of fiscal paperwork. The lesson to larn is that it is non deserving the hazard of distorting or changing fiscal statements for anyone. no affair the logical thinking. Mentions: ( Jacobsen. Rick ) . Unethical Behavior in the Workplace.hypertext transfer protocol: //ezinearticles. com/ ? Unethical-Behavior-In-The-Workplace A ; id=954264 hypertext transfer protocol: //www. soxlaw. com/s802. htm

Orgs 2000 Term Notes Essay Example

Orgs 2000 Term Notes Essay WEEK 1 The organization has set of features shared by modern large scale organizations called bureaucracy (Max Weber note, very strategic design-y) o Features include: 0 1 . Clearly delineated positions and Jobs with required qualifications 0 2. Formal hierarchy of positions line of authority setting out power/limitations (chain of command) 0 3. Formal rules and standard operating procedures 0 4. Training, career paths, reward systems (aka advancement) Macro/Micro analysis o Macro organization and external organizational environment o Micro groups eams and interpersonal relations o Organizations are complex systems and what happens on one level affects another 0 Unanticipated consequences of changes! 3 lenses o Strategic design 0 View of the organization: input-throughput-output system 0 Key concepts: activities, interdependence, resources (esp. nformation) 0 Key processes: grouping, linking, and aligning 0 View of the environment: resource base (source of inputs), competitive market 0 Role of the leader: organizational architect, strategist 0 Stimuli for change: lack of internal alignment, lack of fit between organization environment Obstacles to change: inadequate information (they dont get it), inadequate analysis (the case isnt convincing) o Political system 0 View of the organization: an arena for conflict 0 Key concepts: power influence, interests 0 Key processes: conflict, negotiation, coalition building, networking 0 View of the environment: external stakeholders 0 Role of the leader: forging coalitions, identifying and leveraging interests, negotiating 0 Stimuli for change: shifts in dominant coalition, in power of stakeholders 0 Obstacles to change: entrenched interests (they wont buy in because hey stand to lose) o Cultural perspective 0 View of the organization: a social construct what we think it is 0 Key concepts: identity, symbols, values, basic assumptions 0 Key processes: meaning and interpretation, legitimating 0 View of environment: social and cultural network 0 Role of the leader: articulating vision, symbolizing the culture, understanding and leveraging the culture 0 Stimuli for change: challenges to basic assumptions, contending interpretations Impediments to change: dominant culture, established mindsets (they cant see it) Levels of analysis o Individual o Group o Organization Applications o Teams o Gender and Diversity Ince ntives and Motivation Change and CSR WEEK 2 STRATEGIC DESIGN Strategic design systems deliberately constructed to achieve certain strategic goals o Efficiency (accomplishing strategic goals with least resources)+ effectiveness (goals accomplished to standards) emphasized o Assumption: organization has a strategy for creating value (value proposition/ distinctive competitive advantage) establishes what activities will lead to success o Key strategic question: which activities should be inside the boundaries of the organization and which outside? We will write a custom essay sample on Orgs 2000 Term Notes specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Key elements o Information processing and enhancing system o Task basic element smallest unit of activities needed to be done to achieve overall strategic goals 0 Vary in complexity, routinization and interdependence o Task interdependence 0 Sequential interdependence one task completed and then handed off to next stage 0 Harder to manage than pooled, easier than reciprocal 0 Pooled interdependence tasks undertaken at same time and tlnal result put together 0 Easiest to manage 0 Reciprocal interdependence tasks conducted in repeated interaction with each other 0 Hardest to manage Organizational design choices begin with strategic grouping differentiation of clusters of activities, positions, and individuals into work units o Then they must go through linking ensure that resources and information flows efficiently and effectively between activities/groups o Lastly must use alignment mechanisms (incentive systems, information systems, etc. to ensure people have the resources AND incentives to carry out tasks assigned to them Strategic grouping gathering tasks, functions, disciplines and separating from others o Assumption: coordination and communication are easier within unit han across units o Basic criteria 0 Activity (function) 0 Product/technology (business division/unit) 0 Market/customer (geography/customer segment) o Grouping by expertise/function bringing together individuals who share similar functions, disciplines, skills, and work processes Three strengths 0 1. Development of deep functional expertise and a high degree of specialization 2. Economies of Scope easy to transfer resources across activities within functions 0 3. Allows for creations of separate alignment systems each tailored to every functions needs/strengths Four weaknesses 1 . Backward flows of information can be difficult due to sequential interdependence between functions (e. g. from marketing to eng) -> therefore not responsive to changes in consumers 0 2. As specialization increases, individuals develop narrower perspectives 0 3. Difficult to assess costs 0 4. Tendency to expand levels of management over time this can inhibit efficient and effective info flows 0 Frequently adopted by new businesses maintained over time by organizations that have a single major business or share similar technologies across similar markets Grouping by Output/Product organizes on basis of service/product rovided Two strengths 0 1 . Transparency of performance costs/profits are clear of each function (business) 0 2. Clear strategic focus each business division head is responsible for profitability/growth of a complete chain 0 Four weaknesses 0 1 . Difficulty of sharing resources lead to duplication of activities across business units 0 2. New business creation difficult business units focus on expanding their own business instead of finding new opportunities OR competing across units 0 3. Functional specialists are spread can lose touch with innovation in own fields 0 4. Distributing activities across different units can lead to missed learning opportunities in core functions 0 Structure associated with strategies that emphasize efficiency, where info on cost/ profitability is crucial Grouping by Market gathers together people who perform different activities/tasks and produce different outputs but serve same customers/market 0 1 . Capacity for deep customer knowledge and close relationships 0 2. Tailor products/services to different needs 0 Three weaknesses 0 1. Duplication of activities/resources 0 2. Erosion of deep technical expertise 0 3. Missed opportunities for synergies and learning 0 For strategies that are customer-focused (customers with different needs and tastes). Often in service industries Matrix organization picks two strategic grouping dimensions and gives them equal weight in org structure each manager of each operating unit reports to two bosses one for each dimension ren balancing two equally important grouping dimensions 0 Four weaknesses from complexity 0 1. Confusion 0 2. Higher costs 0 3. Delays in decision making 0 3. Heightened potential for conflict Front/back structure divided into two parts. Front end faces customer and organized by market developing and producing products. Back end is organized by product business units that include technology dev, production, logistics Two Strengths 1 . Close integration of tech development and production (back end) 2. Building deep customer knowledge and close relationships (front end) Three weaknesses 1 . Fragmentation of technical expertise (back end) 2. Poor integration between market needs and tech development 3. Ensuring adequate integration/synergy between the front and back ends can be difficult o Modular/Network structures self organizing network. The subunits come together and cooperate to deliver a specific product or service. New development. Not much info in reading o Line activities in the direct chain providing products/ services to customer o Staff support activities (so finance, legal, HR, PR, IT) Linking designing structures and processes to connect and coordinate organizational units and subunits whose tasks are interdependent but have been separated by strategic grouping decisions o Intensity of linking mechanisms is influenced by level of interdependence (pooled, sequential, reciprocal the task interdependence earlier) Dotted line relationships lower ranking person is formally responsible for supplying all relevant information to higher ranked person but that they have no formal authority over them beyond the information flow (easy fix for lack of horizontal information flow) o Liaison roles assigning responsibility for coordination across groups to individuals 0 These people are conduits for info and expertise 0 Primarily information-focused role 0 Not a full-time responsibility but combined with other act ivities o Integrator roles coordinate activities and decision processes 0 More of a general management role Have carrots and stic ks to help their role o Permanent cross-unit groups formal mandate for representatives of different task/work groups to pool expertise and coordinate efforts to a certain product/client/ market/problem. Often combined with other activities (not full-time assignment) o Temporary cross-unit groups like permanent groups, but project is the grouping dimension. Disband after the project. Heads of project teams play an integrator role o IT Systems enhance support for linking and coordinating mechanisms and even can be seen as own linking mechanisms Co-location putting people and subunits that need to exchange information in the same location o Challenge in designing linking mechanisms determining which add value and which do not Alignment ensuring the units and individuals assigned certain tasks and activities by grouping and linking have the resources and motivation to carry them out A common failure of organizational redesign efforts is a lack of organizational congruence misaligned supporting systems and processes o Performance measurement systems system to indicate whether or not a design is effective based on its performance. Need to be designed so that they do not pull groups in incompatible directions that undercut linking o Rewards and incentives useful tool for changing behaviour. 0 Criteria for general principles: 0 Incentives should link performance to pay and directly link performance to specific standards and objectives 0 Rewards should relate directly to the nature of performance required at each level of the organization. Rewards should be directly linked to objectives that are within the groups or individuals power to control 0 Incentive plans should match measurement periods for rewards to relevant erformance plans 0 One view individuals oriented to material rewards 0 Prone to free ride off others can be unproductive without negative sanctions 0 Other view most individuals want to do a good Job 0 Main challenge is to design reward system that doesnt misalign rewards with requirements of orgs strategic intent perverse incentives o Resource allocation assessing adequacy of resource to carry out assigned tasks very difficult to implement o HR Development -Allocating resources of people as well as developing (training) and creating them (hiring) Strategic organizational design process Disruption of flow of business re design efforts take up time and attention of managers and tie up organizational resources 0 Information is not processed adequately employees do not recognize the value of different kinds of info, how to interpret it, how to add value, or how to pass it on o Risk to LT relationships with customers/suppliers they do not know who to talk to in the organization because of changing positions o Stress loss ot continui ty, departure ot key people = damages core competencies ot company. People worry about Job loss o Good design process (Nadler/Tushman) 0 1. Those that emerge from consideration of widest possible range 0 2. Design process involves people who understand the organization 0 3. Developed with implementation in mind 0 4. Making people responsible for making the change work feel as if were part of shaping the change o Stimulus for change 0 Response to growth more products, broader range of customers, etc. 0 Internal problems lack of coordination, excessive conflict, unclear roles, poor work flows, etc. Environmental changes (most frequent) from external business environment Organization seen as throughout-put takes inputs from environment, adds value hrough internal processes, and distributes to users outside the organization 0 Input- set environment 0 Output-set market 0 Shifts in the environment can change the design organization must fit the environmental pressures Understanding an organization 0 1. Know its strategy what is the organization trying to accomplish? How does it differentiate itself? What does it do better than others? 0 2. Map its design 0 What is the grouping structure? 0 How are the units created by the structure linked? 0 Are the basic systems aligned with each other? Do they positively reinforce each other? Does the organization design fit the demands of its environment and of its strategy? Strategic organizational design process 0 1. Generate design criteria 0 2. Generate grouping alternatives 0 3. Evaluate grouping alternati ves 0 4. Identify coordination requirements 0 5. Generate structural linking mechanisms 0 6. Evaluate structural linking mechanisms 0 7. Conduct impact analysis 0 8. Refine and eliminate designs 0 9. Identify issues for operational design and alignment 0 10. Identify issues for implementation Political system sees organization as a social system constructed as an arena for ompetition and conflict among individuals, groups, and other organizations whose interests and goals differ o Roots of conflict lie in different interests, disagreements requiring action, including negotiation, coalition building, exercise of power and influence o Asks Whos defining the problem? What gives them the power to define it? Whos advocating my solution and why? How can I get an outcome that serves the interests of me and my group? o Decisions must be political have to have buy in of those with power to implement/block them Interests what people want and whats at stake for hem o Assumption: people act rationally to serve their own interests (economic man) o Collective interests those shared by others belonging to same group o Groups: 0 Formal structure 0 Demographic groups 0 Division of labour 0 Location 0 Professional/occupational category o Stakeholder perspective identifies groups that have a share stake (i. e. set of collective interests) 0 1 . Analyzing what interests are and what priority they have for individuals and collective actors 0 Multiple interests at same time LT/ST, competing, autonomy/ cooperation 0 Collectives also have multiple interests Therefore, the way decisions are made, they depend mostly on how key decision makers see and assign weight to their interests 0 These interests are also dynamic they change 0 Can be latent do not realize they exist until an event happens 0 To carry out an action, one must understand what interests will be affected by it Power ability to affect behaviour of other people 0 1 . Influence someone does not have formal authority but has ability to persuade others. Legitimate 0 2. Authority legitimate and decreed upon by organizational hierarchy/formal positions 0 3. Coercion domination not considered very legitimate. Breeds resentment. Basically punishing someone o Sources of power: 0 Personal characteristics charisma gift of grace. Emotional connection between leader and followers. Unstable, requires constant proofs, difficult to transfer 0 Energy 0 Focus 0 Sensitivity to others and ability to understand how they see interests 0 Flexibility 0 Ability to tolerate conflict 0 Submerging ones ego and getting along 0 Willingness to engage in conflict to further ones actions is a source of power Scarce or valued expertise 0 Past performance/track record People believe can cultivate future relationships with high fliers 0 Formal position 0 Provides guide to resource allocation, info flows, evaluation of employee performance, task assignments, conflict resolution 0 Proximity of subunit to head of organization greater the power 0 Informal network position 0 Size of network and position in network is crucial 0 Centrality how many links you are between powerful individuals within a network 0 Network clusters are better and more efficient than redundant interconnected, tightly knit networks 0 Network position is a great source of influence for 2 reasons 0 1. Info advanta ge in can confer 0 2. Potential for coalitions 0 Holes in an organizational network where there is no direct link between subunits that could benefit from being linked structural holes o Someone who bridges these wholes has power because he has disproportionate say since he has contact with both 0 Many social networks: task-related networks, friendship networks, advice networks o How to identify where power resides in an organization: 0 Reputation ask people who has power in the org 0 Representational indicators which groups interests are over repped Observation of consequences which groups benefit most from resource allocation 0 Symbols of power o Sources of power: Personal characteristics, scare valued expertise, track record/ contribution to org. performance, formal position in org. hierarchy, informal network position Using political lens to take action: 0 1. Map interests and power 0 1 . Supporters whose cooperation do you need 0 2. Blockers whose opposition could hold you up 0 3. Potential stakeholders who will be affected 0 4. Existing coalitions who are the friends/allies of potential supports/blockers and what are their collective interests This provides guidance on a) how to convince key stakeholders that your initiative serves them, and b) how to tailor your initiative so that incorporates key stakeholders 0 2. Getting buy-in getting people to commit to action 0 Escalation of commitment people are more likely to commit to something that they have already invested resources into 0 Publically made less likely to back in 0 More resources = more commitment 0 Giving stakeholders chance to provide feedback they have some effect on the group 0 Risk: having potential supporter back out 0 3. Finding allies building coalition illusion of influence feeling that Set of allies who act together to support certain policies/activities 0 Long-term can be a general coalition to provide reciprocal support for each others interests 0 Dominant coalition upper management acting together in their interests 0 Idea of reciprocity mostly 4. Building a network 0 Built on reciprocity (l do for you, you do for me), and trust. Have values, i. e. urrencies: 0 Rewards-related 0 Task-related 0 Relationship-related 0 Status-related 0 Key to establish trust to overcome initial barrier and begin with reciprocity Mainta ining relationships are a crucial time sink may take up to 80% of managers ime 0 Choose type of network to maintain 5. Building negotiation skills WEEK 4 CULTURAL PERSPECTIVE Cultural perspective focuses on social and personal identities carried by people. Cultural understandings are collectively shaped and rooted in the past o Limitations of managers, structural authority, influence, and rationality best describe human behaviour o Emphasis that people must learn these things to be fully functioning members of org Schiens model of culture: o Pyramid going from top to bottom: 0 1 . Artifacts/behaviours (symbols) what you observe 0 2. Espoused values what you are told (normative)

The Common App - New Questions for 2013

The Common App - New Questions for 2013 The Common Application keeps a-changing! This admissions season we have both a new word limit (650, increased from 500) and new question choices. Here are the questions you will be asked to choose from if you are applying to college this fall: Some students have a background or a story that is so central to their identity that they believe their application would be incomplete without it. If this sounds like you, then please share your story. Recount an incident or time when you experienced failure. How did it affect you, and what did you learn? Reflect on a time when you challenged a belief or idea. What prompted you to act? Would you make the same decision again? Describe a place or environment where you are perfectly content. What do you do or experience there, and why is it meaningful to you? Discuss an accomplishment or event, formal or informal, that marked your transition from childhood to adulthood within your culture, community or family. As pointed out by the Huffington Post, these questions are designed for you to demonstrate what you would contribute to your college class. What is special about you? What character do you possess? What are your values? What’s important to you? Do these questions seem daunting? Said one of my clients, â€Å"These questions all seem so theoretical!† He did not know where to start. Allow me to make a suggestion: Consider that these questions are only theoretical if you don’t know what you want to say in your essay. Once you choose a topic, I’m willing to bet you can find a way to talk about it in response to one of the five Common App questions. There’s a trick for interview preparation where you write a list of things you want to talk about, and then use whatever questions the interviewer asks to say what you wanted to say. It’s an art to succeed in this method, as you do need to answer the question (you can’t answer a different one). Let’s look at an example as it applies to the Common App. Let’s say you want to talk about your love of music and what it’s like to perform. You could answer any one of the Common App essay questions and say what you want to say. Perhaps your musical abilities are central to who you are (#1). Perhaps you played a wrong note in a concert, or struggled in some other way as you learned (#2). Maybe your parents or teacher wanted one thing for you, and you wanted another (#3). Is the stage a place where you feel completely at peace? If so, maybe question #4 is for you. And certainly if music is important enough to you for an essay, you might have some accomplishment there that marked a transition to adulthood (#5). As you consider how your topic might apply to each question, you might learn something about yourself you didn’t know before! â€Å"OK,† you might be saying, â€Å"Now the questions seem less theoretical, but I’m still daunted: If I could write a great answer to every one of the questions, how do I possibly choose which one to answer?† I would suggest outlining a response to as many of the questions as you think you might want to answer; then evaluate which question allows you to express yourself most fully. In which answer do the most aspects of yourself get revealed? And, perhaps most important, which answer is most interesting to read? Important: The most interesting answer will not necessarily be the easiest to write. It might be less straightforward and take more thought and creativity- which is exactly what admissions committees are looking for! What if I don’t have a topic in mind? If you don’t have a topic you know you want to write about, try going through the questions one by one and having a conversation with someone (most likely someone other than your parents) about how you might answer each question. Brainstorm ideas and see what arises. Give it some time. Sleep on it. Have conversations with more than one person. You might discover a topic you didn’t know could become an essay! And of course, if you’re still stuck, it might be time to work with a professional essay coach. The Essay Expert would be happy to help!

Debt Essay Example | Topics and Well Written Essays - 500 words

Debt - Essay Example void the fiscal deficit as much as possible by the repayment of massive public debt in order to save the current and future generation from the burdens of debt. The American deficit in 2009 was around $1.8 trillion which was equal to 13.0 percent of gross domestic product (GDP). This deficit was $157 billion higher than what is expected. The additional spending to recover the economic sector from the current financial crisis was the major reason for the increase in deficit (An Analysis of the President’s Budgetary Proposals for Fiscal Year 2010, p.1). America was one of the worst affected countries as far as the current recession is concerned. Many big companies were one the verge of close down unless the government helped them. The close down of big companies will definitely increase the unemployment problem which the government don’t want to occur. So, only option available in front of the government was to declare a stimulus package to pump money to the ailing economy. Since the gross domestic production growth was less, the pumping of money to the ailing economy may increase the fiscal deficit again and again which means e ach American’s debt was also increasing. The Iraq and Afghan wars were also contributed heavily to America’s deficit. It is difficult for America to stop the military exercises in Afghanistan and Iraq before achieving the objectives. It is suicidal for America to stop these wars since neither of the objectives was achieved yet. At the same time, new war fronts are also on cards for America. For example, Iran’s efforts to acquire nuclear weapons cannot be watched silently by America. Many people believe that America will be forced to open another warfront in Iran in order to prevent Iran acquiring the nuclear power. Any such moves will again put American economy in jeopardy. It is difficult for America to conduct wars in three different regions at the same time. Immediate stoppage of wars is the only possible solution in front

Executive Summary - Xtreme Gymnastics Essay Example | Topics and Well Written Essays - 500 words

Executive Summary - Xtreme Gymnastics - Essay Example There are also programs catering to mature enthusiasts and former gymnasts. The goal is to come up with a sustainable path for Xtreme Gymnastics moving forward with this differentiation positioning, alongside a credible business plan focused on sustainable and profitable growth (Taylor, 2003). The situational analysis reveals, meanwhile, that the overall macroeconomic and macro demographic indicators point to the continued potential of the American market overall to sustain and nurture business concerns such as Xtreme Gymnastics, offering the kinds of programs that it has outlined (Amadeo, 2012a; Kotkin, 2012; Moffatt, 2012; Newman, 2012). The wisdom of segmenting the market by gender and age is validated meanwhile, by data showing that female children and young people dominate the enrollment in gymnastics programs nationally and in almost all geographies. Combining insights from the external market analysis and the characteristics of the most active market segments, it is clear that long-term prospects continue to support a healthy growth for successful players in the market for differentiated, private gymnastics programs. The target market has been identified as young females aged 6-16 years, with emphasis on the market segment defined by females aged 11-12, historically the single largest demographic by degree of participation (US Gymnastics, 2007). The marketing objective shall be to grow the business with the target markets using high staff qualification and safe, friendly, high quality programs and facilities as points of differentiation (usagym,org, 2012). Marketing strategies and tactics shall be aligned with this quality and differentiation-driven marketing objective, and shall include information campaigns to heighten brand awareness and awareness of the programs on offer at Xtreme Gymnastics; promotional activities leveraging social media to do the same; complementing the programs offerings with