How to Resolve Conflict in the Workplace

Running Head: CONFLICT RESOLUTION How to Resolve Conflict in the Workplace Abstract This paper will explore the complex topic of how to identify, approach and solve generational conflict in the workplace. It is important for nurse managers to be able to identify generational conflicts occurring among staff. Key strategies within the process model are recommended to be utilized by the nurse manager when addressing generational conflicts at the workplace. There are four main generations focused on within this paper, showing the fundamental differences between all generations and reinforcing the importance of conflict resolution. How to Resolve Conflict in the Workplace What is conflict resolution? How does one in a managerial nursing position identify generational conflict among their staff? How does one appropriately apply the process model to solve disputes that occur in the workplace? Many questions may cross one’s mind when deciding how to confront and resolve conflicts among nursing staff. In order to being the process of rectifying intrapersonal staff conflicts, one may begin the process of answering the questions asked above. Conflict is defined by Hibberd and Smith (2006) â€Å"†¦ as a process which begins when a person perceives that someone has negatively affected or is about to negatively affect something he or she cares about† (p. 650). Hibberd and Smith (2006) defines conflict resolution â€Å"†¦ [as] ways in which people, groups, or institutions deal with social conflict† (p. 650). People frequently have preconceived notions in regards to confronting and dealing with conflict, thinking that nothing constructive or good will come from it, however according to Vivar (2006) â€Å" behavioral scientists have studied and concluded that not all conflict is destructive and that a certain degree of conflict is essential [in life]† (p. 201). As human beings no two individuals were raised with the same values, morals and upbringing, making conflict unavoidable. As nurses, we follow our practice with the most up to date evidence based information. Making it necessary to uphold our professional competencies continually. The nature of the health care system and the technology nurses use is continually changing and evolving. The result is vital and we as nurses must become adaptive to these changes. Generational conflicts may arise as a result of the constant changes. Workplace issues between nursing staff of different generation can often be unpleasant and unproductive, which may cause work conflicts, interpersonal tension, decreased productivity and employee dissatisfaction (Jaie, H 2004, p. 334). Proper nursing management is required in order to maintain proper conflict resolution skills and strategies in dealing with generational difference among nursing staff in a acute care setting. This paper will further discuss roles of nursing leadership in identifying, confronting and managing the issue of generational conflicts among nursing staff, through the use of the process model. Differences of Generations There are four main generations. The silent generation, born between 1922 and 1942; the baby boomers, born from 1943 to 1960; generation X born from 1961 to 1980 and millennial generation, born after 1981 (Jaie, H 2004, p. 34). All four generations are fundamentally different. The silent generation is typically loyal to authoritative figures and to their employment organization (Wiek, 2004 p. 10). Baby boomers are generally known to be workaholics perpetually concerned about their work performance, promotions and titles. Baby boomers tend to stay at one job until retirement, due to their sense of loyalty to their employer and chances of future advancement in the company (Wiek, 2004 p. 10). Generation X seeks challenges, they enjoy working independently, using technology, and often resists authority. Generation X prefer to be treated as equals to their managers and would be more partial to think of managers as mentors who collaboratively make decisions with their staff (Wiek, 2004 p. 10). The millennial generation does not uphold the same value of job security compared to the other generation. They do not feel loyalty to themselves or to the organization; rather they feel loyalty to themselves or to the team that will help them achieve outcomes (Weston, 2006 np). Unlike their parents, the millennial generation does not depend on one source of employment to provide the professional development they need to advance. They make themselves more marketable through furthering their education and certification (Weston, 2006 np). When the four generations work together it is almost inevitable that generational conflicts will arise. Therefore making it necessary that proper strategies and resolutions are in place to cope with the vast difference in styles amongst these four generations. Identifying Generational Conflict All four generations posses their own work values, in addition to personal values. â€Å"Learning to create integrated and collegial relationships with people from different generations is a critical skill for nurses who work in multigenerational teams† (Weston, 2006 np). It may be difficult from some to work in multigenerational environments, making it important for the nurse leader to be able to identify the five stages of conflict and swiftly intervene if conflict is suspected. Firstly conflict begins with the awareness of the conflict (Hibberd & Smith, 2006). The nurse leader should be able to recognize the dynamics of their staff and identify when generational conflicts are occurring. Secondly, validating the thoughts and emotions involved in the conflict is beneficial (Hibberd & Smith, 2006). If one does not recognize these emotions, it is impossible to substantiate their staff’s thoughts and feelings. Thirdly, in order to deal and cope with the conflict, intentions must be formed in older to address the issue (Hibberd & Smith, 2006). Fourthly, these intentions result in behaviors that evoke a reaction (Hibberd & Smith, 2006). The reaction may change the individual’s thoughts and emotions relating to the conflict. Fifthly, outcomes such as resolution are produced as a result of discussing the conflict (Hibberd & Smith, 2006). Once a nurse manager is capable of identifying and recognizing the five stages of conflict, one can apply and utilize the process model and different leadership strategies to produce conflict resolution among their staff. Process Model Subsequent to the nurse manger identifying the stages of conflict, it is then possible to utilize strategies from the process model to deal with the generational conflicts occurring the workplace. Many individuals believe conflict resolution is not a learnt skill but a innate behavior one is born with. The process model created by Thomas (1992), identifies five conflict management strategies one can utilize when confronting and dealing with generational conflict. The five conflict management strategies are competing, compromising, avoiding, collaborating, and accommodating. According to Cavanagh (1991), competitive style of conflict management is almost always observed when an individual puts his or her own needs and goals ahead of others (p. 1256). A positive attribute of competing style is that the method easily deals with issues that necessitate quick decisions, through the use for example of vote (Hibberd & Smith, 2006). Compromising entails both individuals to make a decision they both find acceptable. The compromising style is often not a long-term solution. Avoiding style, occurs when neither individuals want to pursue resolving the issue; negatives that result from confronting the conflict often outweigh the positives. Cavanagh (1991) views avoidance as a means for individuals to remove themselves from the conflict, or to cause distance between the individual they are in conflict with (p. 1256). Collaborating is similar to compromising, however it is more effective for long term solutions because both individuals work together to come up with a solution they are both satisfied with (Hibberd & Smith, 2006). Accommodating, occurs when one individual compromises their own concerns to please the other individuals concerns, this strategy is often used when one individual is in error, however if accommodation is frequently used, it can lead to disappointment (Hibberd & Smith, 2006). â€Å"Further more, accommodation is characterized by the belief that the maintenance of harmonious interpersonal relationships is more important than creating disagreement between co-workers† (Cavanagh, 1991 p. 1255). It is the role of the nurse leader in when dealing with conflicts to feel a sense of control over ones feelings regarding the issue, gather all appropriate facts concerning the issue, becoming aware of effective manners on how to approach the conflict, determining if interventions are needed, creating resolutions and evaluating the outcomes. Recognizing and appreciating different generational perspectives can both decrease tension and enhance personal and professional growth (Weston, 2006 np). Within the process model, there are various leadership and management tyles that determine your managerial conflict resolution styles. Leadership & Management Styles The nurse leaders play a focal role in creating a work environment that values generational differences and supports the needs of each individual nursing staff member, regardless of age. It is important that the nurse manager recognizes and acts on generational differences in values and behaviors (Sherman, 2006 np). As a nurse lead er, one is in the ideal position to organize their collegial nursing staff member in order to establish effective open communication channels between themselves and their staff. By doing so, one facilitates open communication and provides socio-emotional support. There are many different styles the nurse manager should become adaptable for due to the different scenarios they may encounter when dealing with generational conflicts. An autocratic leader exerts high levels of power over his or her team members (Hibberd & Smith, 2006). A bureaucratic leader manages their staff according to procedures and policies. This leadership style enforces the rules at all times (Hibberd & Smith, 2006). A democratic leader often involves other staff members to contribute to the decision making process. This typically increases work satisfaction and facilitates open communication (Hibberd & Smith, 2006). Laissez-faire leadership style literally translates into leave it be. This leadership style relays on their staff to resolve their own conflicts (Hibberd & Smith, 2006). It take confidence, people skill, motivational skills, responsibility and integrity for a nurse leader to effectively manage their nursing staff in situations of generational conflict. According to Arnold and Boggs conflict can be healthy and lead to growth and teamwork. In knowing this a nurse manager should be in a neutral position to examine explore the conflict before he or she intervene. Conclusion Generational conflicts many times are unavoidable. â€Å"Each generation of professional nurses brings different generational influenced strengths and values to the workplace. It is a professional responsibility [of the nurse manager] to become knowledgeable regarding these differences in strengths and values and to use them as a fulcrum to increase mutual respect† (Kupperschmidt, 2006, p. 6). There are different strategies in dealing with staff generational conflicts. According to Baker (1995) developing appropriate conflict resolution skills among all team members is imperative†¦. in a team environment (p. 296). References Arnold, E. , & Boggs, K. (2003). Interpersonal relationships: Professional communication skills for nurses. (4th ed). Missouri: Saunders. Baker, K. (1995, October). Improving staff nurse conflict resolution skills. Nursing, 13(5). Retrieved May 15, 2009 from MEDLINE database. Cavanagh, S. J. (1991, October). The conflict management style of staff nurses and nurse managers. Journal of Advanced Nursing, 16(10), p. 1254-1260. Retrieved May 15, 2009 from MEDLINE database. Hibberd, J. M. , & Smith, D. L. (2006). Nursing leadership and management in Canada (3rd ed. ). Toronto: Elsevier Canada. Jie, H. , & Herrick, C. , & Hodgin, K. (2004, November). Managing the multigenerational nursing team. The Health Care Manager, 23(4), p. 334-340. Retrieved May 15, 2009, from MEDLINE database. Kupperschmidt, B, R. (2006). Addressing multigenerational conflict: mutual respect and carefronting as strategy. Nursing, 11(2). Retrieved May 15, 2009, from CINAHL databse. Sherman, R, O. (2006). Leading a multigenerational nursing workforce: issues, challenges and strategies. Nursing, 11(2). Retrieved May 15, 2009 from CINAHL database. Vivar, C. G. (2006, April). Putting conflict management into practice: a nursing case study. Journal of Nursing Management, 14(3), p. 201-206. Retrieved May 15, 2009 from CINAHL database. Weston, M, J. (2006). Integrating generational perspectives in nursing. Nursing, 11(2). Retrieved May 15, 2009 from CINAHL database. Wieck, L. K. (2005, March). Nursing that works. Generational approaches to current nursing issues: how younger and older nurses can coexist. Colorado Nurse, 105(1), p. 10-13. Retrieved May 15, 2009, from CINAHL database.

Teamwork and Childrens Services †Psychology Essay

Teamwork and Childrens Services – Psychology Essay Free Online Research Papers Teamwork and Childrens Services Psychology Essay Working in children’s services requires teamwork and it is very important to understand how to manage early childhood services and work with other staff members as a team. The staff of the service have to work together to understand everything that happens in a centre and how they can use this information to make the service even better in the future. To establish an effective and efficient early childhood team a lot of planning is required that involves all of the staff members. In addition, a motivating leader would be needed to show the staff the way towards the future. Each staff member has to work in collaboration with each other to solve problems, come up with ways to make the centre of higher quality and appealing to the parents. As Ebbeck and Waniganayake (2003,p.195) point out ‘shared decision making is one secret of successful management’. A team also has to come up with ways to maximize their time and resources. A team can be described as a group of people that share a common goal and will work together to achieve it. These people will be of different backgrounds and will have different skills and abilities and also have great communication skills. Ebbeck and Waniganayake(2003, p.197) support this by saying ‘A vital part of any centre’s functioning is the communication that occurs among staff†¦.’ If there is lack of teamwork it can lead to a stressful workplace, a poor quality childcare and higher turn over rate and as a result, the parents and children that are associated with the center will suffer. S o teams need to communicate regularly with each other, be willing and be flexible. When selecting people for jobs in early childhood, you have to keep a few questions in mind like : How many children are attending the centre? What kind of qualifications does the centre need? Every centre and its staff will have a common philosophy of the children’s development and the best ways that they can enhance it. But each staff member might have different values and attitudes and will bring that towards caring for children. Staff should talk to each other about what their weaknesses and strengths are so that they can find a way to overcome them or get better. For example – a staff member might not be good at taking music group times but is good at language group times, so other staff members can help that member get better at music group times. After all no one is perfect and the team will work better when they know what their weaknesses are and how they can change. If the staff are lacking in an area that relates to the children, then training should be provi ded for the staff to get better. People that have positive attitude and support other staff members will work better in a children’s service than a person with a negative attitude who never wants to communicate. When a problem arises, staff members should get together and discuss it and possibly resolve it because the longer you leave it, the worse it might get. Also once in a week, get the staff to write down any major issues that happened with the children during the week. For example if a child asked the staff a question that they didn’t know how to answer then that staff member should go and find out the answer for next time. You could also play a game every month where each staff member writes down a positive aspect that they like about each of the staff members. For example – Samantha is very good at conducting music group times and has a bubbly personality. This will boost every staff members self esteem and make them feel good. When staff have a good rel ationship it will show and this will in turn impact on children and how they act towards other children. Each staff member should make a long and short term goals that they want to achieve and they should monitor it too see if they are getting closer to achieving it or need help After all, early childhood services are there for the best interests of children and Research indicates that children who attend a high quality child care are less likely to have problems in school later on. When the centre is run smoothly everything else will flow smoothly as well. To put it briefly, Quality staff is they key to the smooth running of any early childhood service. References: Community childcare co-operative NSW (2005 student edition) Managing a child care service. Sydney: CCC Ltd (NSW) Ebbeck, M. and Waniganayake, M. (2003). Early childhood Professionals, Leading today and tomorrow. Sydney: Maclennan and Petty Light, H.R. (1968) The nature of management. Nairobi : Kenya Oberhumer, P. (1999) Conceptualizing the professional role in early childhoods centres: Emerging profiles in four European countries. Samson, D. and Daft, R.L. (2000) fundamentals of management. Dryden press. Orlando :Florida Research Papers on Teamwork and Children's Services - Psychology EssayInfluences of Socio-Economic Status of Married MalesThe Project Managment Office SystemEffects of Television Violence on ChildrenTrailblazing by Eric AndersonHip-Hop is ArtResearch Process Part OneBionic Assembly System: A New Concept of SelfAnalysis of Ebay Expanding into AsiaOpen Architechture a white paperThe Relationship Between Delinquency and Drug Use

Causeway - Ancient Man-Made Ritual and Functional Roads

Causeway - Ancient Man-Made Ritual and Functional Roads A causeway is a human-constructed functional and/or ceremonial roadway or a set of roadway fragments. In ancient history they are made of earthen or rock structures that typically- but not always- bridged a waterway. Causeways may have been constructed to cross defensive structures, such as moats; irrigation structures, such as canals; or natural wetlands, such as marshes or fens. They often have a ceremonial element to them and their ritual significance can include symbolic passages between the mundane and the sacred, between life and death. Key Takeaways: Causeways Causeways are early types of human-made roads which have practical and ritual functions.The oldest causeways are about 5,500 years old, built to cross ditches and provide access to peat bogs.The Maya people created causeways up to 65 miles in length, crossing miles of forests in a nearly straight line. Causeways are remarkably different in function. Some (like those of the classic Maya) were almost certainly used for parades for diplomatic visits between communities; others such as the 14th-century Swahili coast were used as shipping lanes and ownership markers; or, in the European Neolithic, as trackways assisting navigation through uncertain landscapes. Some causeways are elaborate structures, elevated several feet about the ground such as at Angkor civilization; others are built of planks that bridge peat bogs, those of the Irish bronze age. But all of them are human-constructed roadways  and have some foundation in the history of transportation networks. Earliest Causeways The earliest known causeways are Neolithic bridges, constructed in Europe and dated between 3700 and 3000 BCE. Many Neolithic enclosed settlements had defensive elements, and some had concentric ditches or moats, generally with one or two at most bridges with which to cross. In some special cases, more causeways were built across the ditches then seems necessary, usually at the four cardinal points, allowing people to cross into the interiors from several directions at once. Since such configurations would not be easily defended, enclosed settlements with multiple causeway entrances are considered likely to have had a ceremonial or at least a shared communal aspect. Sarup, a Funnel Beaker site in Denmark occupied between 3400–3200 BC, had a ditch that encircled an area of about 21 acres (8.5 hectares), with several causeways which allow people to cross the ditches. Bronze Age Causeways Bronze Age causeways in Ireland (called tochar, dochair, or togher) are trackways which were built to allow access across and into peat bogs where peat might be cut for fuel. They varied in size and construction material- some were built as a line of planks laid end to end, flanked on each side by two round timbers; others were made of flat stones and gravel laid on a foundation of brushwood. The earliest of these date to about 3400 BCE. Early Dynastic and Old Kingdom pyramids in Egypt often were constructed with causeways connecting the various temples. These causeways were explicitly symbolic- there was no obstacle to be crossed- representing a route that people could use to travel from the Black Land (the land of the living and a place of order) to the Red Land (a place of chaos and the realm of the dead). Beginning in the Old Kingdoms 5th Dynasty, pyramids were built with an orientation following the daily course of the sun across the sky. The oldest causeway at Saqqara was paved with black basalt; by the time of Khufus rule, causeways were roofed and the internal walls were decorated in fine relief, frescos that depicted pyramid construction, agricultural scenes, craftsmen at work and themes of battles between Egyptians and their foreign enemies, and the pharaoh in the presence of gods. Classic Period Maya (600–900 CE) The sacbe (white lane) that leads to the Palacio, Labna, Puuc, Yucatan, Mexico. Mayan civilisation, 7th-10th century. De Agostini / Archivio J. Lange / Getty Causeways were a particularly important form of connection in lowland areas in North America such as those settled by the Maya civilization. There, causeways (known as sacbeob, singular sacbe, connected Maya cities for distances up to about 63 miles (100 kilometers) such as the Late Classic Yaxuna-Coba sacbe. Maya causeways were sometimes built from the bedrock up and can rise as high as 10 feet (3 meters; their widths range from 8 to 40 ft (2.5 to 12 m ), and they connect major Maya city-states. Others are barely above ground level; some cross wetlands and have bridges constructed to cross streams, but others are clearly only ceremonial. Medieval Period: Angkor and the Swahili Coast Short round pillars support the causeway leading to the Baphuon, in Siem Reap, Cambodia. Jeremy Villasis, Philippines / Moment / Getty Images At several sites of the Angkor civilization (9th–13th centuries CE), elevated causeways were constructed as later additions to the immense temples by king Jayavarman VIII (1243–1395). These causeways, perched above the ground atop a series of short columns, provided walkways connecting the major buildings of the temple complexes. They represent only one part of the enormous Khmer road system, a network of canals, pathways and roads which kept the Angkor capital cities in communication. During the height of the Swahili coast trading communities on the east coast of Africa (13th–15th centuries CE), numerous causeways were constructed out of blocks of reef and fossil corals along 75 mi (120 km) of coastline. These causeways were pathways, elevated just above sea level, that extended out perpendicularly from the coast into lagoons at Kilwa Kisiwani Harbor, ending in circular platforms at the seaward side. The fishermen today call them Arab Roads, which is a reference to the oral history which credits the founding of Kilwa to the Arabs, but like Kilwa itself the causeways are known to have been African constructions, built as navigational aids for ships plying the trade route in the 14th-15th centuries and complementing the Swahili urban architecture. These causeways are built of cemented and uncemented reef coral, up to 650 ft (200 m) long, 23–40 ft (7–12 m) wide and built up above the seafloor up to 2.6 ft. (8 m) high. Selected Sources Abdallatif, T., et al. Discovery of the Causeway and the Mortuary Temple of the Pyramid of Amenemhat Ii Using near-Surface Magnetic Investigation, Dahshour, Giza, Egypt. Geophysical Prospecting 58.2 (2010): 307-20. Print.Abramiuk, Marc A. The Discovery of an Ancient Maya Causeway System in the Southern Maya Mountains of Belize. Antiquity 91.357 (2017): e9. Print.Chase, Arlen F., and Diane Z. Chase. The Ancient Maya City: Anthropogenic Landscapes, Settlement Archaeology, and Caracol, Belize. Belize: Institute of Archaeology, NICH, 2016. Print.Chinchilla Mazariegos, Oswaldo Technologies of Urbanism in Mesoamerica: The Pre-Columbian Bridges of Cotzumalhuapa, Guatemala. Antiquity 92.362 (2018): 456-71. Print.Pollard, Edward. Safeguarding Swahili Trade in the Fourteenth and Fifteenth Centuries: A Unique Navigational Complex in South-East Tanzania. World Archaeology 43.3 (2011): 458-77. Print.Uchida, E., et al. A Reconsideration of the Construction Period of the Cruciform Terraces and the Elevated Causeways in the Angkor Monuments, Based on the Magnetic Susceptibility of the Sandstone Blocks. Archaeometry 55.6 (2013): 1034-47. Print.

Quantify References to Elapsed Time

Quantify References to Elapsed Time Quantify References to Elapsed Time Quantify References to Elapsed Time By Mark Nichol A writer’s book-jacket bio mentions that she’s been a reporter for fifteen years. An online product review refers to a device having been launched last fall. Your blog relates that you attended a conference the previous month. What’s wrong with each of these descriptions? They all assume the reader is trapped in temporal stasis. By the time the book comes out, the bio’s reference to the writer’s tenure will be outdated. When someone checks it out from a library or picks it up at a used-book store five years later, it will be even more so. The solution? â€Å"Jane Doe has been a reporter since 1996.† Anyone researching the product online who comes across the review may miss the small, obscure dateline and assume the device came on the market the previous fall, when it may in fact be years old. The solution? â€Å"The Wacky Widget, launched in fall 2010, still tops the market in quality.† Visitors reading your blog’s archives will wonder why you misidentified the time of year when a well-known conference takes place. The solution? â€Å"I had an interesting experience at the July 2011 OMG conference.† None of these errors is serious, but they are all errors, and they are all easily avoided. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:Comparative Forms of Adjectives50 Idioms About Roads and PathsThe Difference Between "Phonics" and "Phonetics"

Diversity of World Music Essay Example | Topics and Well Written Essays - 750 words

Diversity of World Music - Essay Example These are music from Indonesia, Jazanese Gamelan music and ethiojazz. Music has been used by many communities to communicate. Moreover, music has exhibited the obvious influences of other cultures by the mix in instruments or words in the songs. An example is the gamelan music which is an original and traditional Indonesian music. The instruments and the music flow however display heavy influence of Hinduism and Buddhism cultures (Born, 168). In addition, the gamelan uses an instrument called rebab which is an Islamic instrument. This shows the Indonesia people trying to interact with the Hindu, Buddhism and Islam culture. The history of the gamelan music can be traced to the period where hindu-budhist tradition dominated Indonesia. On fact in Indonesia culture Hindu culture has heavily influenced many art works. The gamelan is often considered Javanese by outsiders who relate it more to the java culture based on the instruments and music flow. This is so In that java music exhibits a wider diversity since it was an island that was transverse by many differentcultures. Thus, its music comprises of old, traditional, contemporary and unique styles which looks and feels different from the normal Indonesian music. This is a cross cultural interaction since Indonesians and the Hindus were living together at one point they had to interact and what better way than use of music. This is the music of the Ethiopians and it is a mix of Ethiopian music and jazz music hence the name ethiojazz which basically means Ethiopian jazz. This name has been used distinctively to show that there is other jazz music but this is specifically Ethiopian. This is a cross cultural communication to the world that Ethiopia has their own jazz music apart from the jazz they know. Ethiojazz has been made widely afamous by one Mulatu Astatke. Ethiojazz is generally a mix of traditional Ethiopian music blended together with soul music, Latin rhythms and afro-funk music (Born,

Wonderful Adventures of Mrs. Seacole in Many Lands Assignment - 1

Wonderful Adventures of Mrs. Seacole in Many Lands - Assignment Example as an adventuring business woman in London, Jamaica, New Granada, Haiti, and Cuba, and as a woman who, undisturbed by the horrors that were experienced at the battlefields she deployed herself to the Crimean war, her heroine was extraordinary by any standards. In addition to her bibliographical significance, her works are invaluable means of espying how the female subject fashioned her identity, from the socially, racially, and more so the economically disempowered position. The text describes how she exploited historical moments in order to realize and construct a new social identity. The writer has used double coincidence so as to challenge contradictory and conflicting ideas in her identity. When the location shift from Jamaica to England; she finds this site less predictable, unlike the colonial one. She illuminates what she reveals as the psychological migration of colonialism and migration. In the wonderful adventures, the cultural hybridity of Seacole surrenders to the imperialism of Britain as a civilization strength; however, this surrender is not absolute. Seacole’s constant revolt against the marginalization that was imposed by gender and race qualifies her hold for the civil ideals; she even portrays herself as the champion of the English values (Seacole 45). She claims that the British Empire has become a sacred value in her life, and it does not matter whether it represents cultural and social legitimacy at home or abroad, or maybe the much desired protection from the Yankees of New Granada (Seacole 73). The narrative celebrates her single status of being a Jamaican woman. At the age of forty-five, she chooses to defy the English –derived social conventions (Seacole 60). Instead, she decides to carve out of the new life for the sake of adventure, entrepreneur, and professional healing. While telling her story, we realize her attempt to explain the meaning of a true woman based on her individual accomplishments as a Jamaican woman, where color

MBA Essay Example | Topics and Well Written Essays - 3000 words

MBA - Essay Example To manage change is tough but the actual problem lies on the fact that there is no or little agreement regarding the factors which transforms the initiatives in organization (Metre, 2009, p. 1). There are authors who have stressed upon the fact that the main reason for failure of initiatives is due to resistance to change. Resistance to change often tends to include delays as well as cost into the change process. But resistance is also considered as useful source of information which helps in the development and learning process of the organization in a successful way. It has been proved that resistance to change is one of the key subjects in managing change in an organization (Val & Fuentes, n.d). Also with an increasing globalization, change in technology and deregulation along with a shift in the socio cultural trends, thus few would like to dispute that the most important task for the management is the leadership of managing organizational change (Todnem, 2005, p.2). Therefore in this context it becomes increasing necessary to reflect on the type, extent and change both for small and big organization in order to survive and thus sustain themselves in the changing business environment (Sengupta & Bhattacharya, 2006, p.1). Objectives The main objective in conducting the study is to find out whether change is important in the process of the development of the organization in the era of globalization. The following objectives will be discussed in order to confirm that the review of literature supports the given objectives. To determine why change is necessary The need for organizations to change and the forces of change To determine to what extent are the initiatives proposed are successful Description of the research The research on managing change in the organizations in the 21st century has been mainly taken from secondary sources especially books and other academic sources. Apart from books and academic sources some journals were also used. Mostly books wer e used because journals were not available at an ease like books. Some of the books and academic source includes, Metre, C. (2009). Deriving Value From Change Management. Griffin, R. W. (2011). Fundamentals of Management. Cengage Learning Zeffane, Rachid. (1996). Dynamics of strategic change: critical issues in fostering positive organizational change. Smith, Ian. (2005). Achieving readiness for organizational change. Key Findings The report mainly focuses on analyzing the fact that managing change is essential for organization in the 21st century in order to success and stay ahead of its competitors and achieve a competitive advantage. GE has managed to apply changes in its organization by following the process by Lewin’s notion (1947) which includes unfreezing, refreezing and movements were some of the essential components of change. The model primarily focused on the role of the leader in the process of creating change as well as communicating and crafting the vision, lead ing it and finally measuring progress of the change implemented across the dimensions of is organization. Figure 1: GE 7 step change model (Source: Metre, 2009) In addition to GE, the changes that has helped P&G reached at the top level is also been discussed (ICMR, 2004). Part B Summary of