Humanitarian Intervention Essay Example for Free

Humanitarian Intervention Essay By way of analogy, one should think of the world as a large neighborhood where people live and go about their business. Naturally, whenever one would ask for help, they would approach their neighbor for it and it is up to the latter to render that help or not if it is within their capacity to provide that help. The issue here now is what if help is not asked for and yet a neighbor sees trouble. Would he let them be or get involved to address the issue? Viewing it from a bigger picture, the world stage also faces this kind of problem. There are states that also face a similar situation. The challenge now is, should other states intervene even if they are not â€Å"invited? † This is the dilemma facing members of the international community today and even the United Nations, supposedly the first line of defense and the court of last resort of states that are in danger of becoming failed states or where political instability is too much for national governments to handle on their own or they became repressive towards their own people that the latter have nowhere else to turn to. There are some states that want to intervene in the affairs of other states precisely for this reason, which is primarily to help, nothing more. But this would present a dilemma. Which is more important or carries more weight, (international) human rights, or (national) sovereignty? Is there a distinction between â€Å"humanitarian intervention† and imperialism? What could be well-meaning intervention to help the poor and oppressed people of a particular country could be viewed as an invasion or an encroachment or violation of sovereignty and thereby earn the condemnation of the rest of the international community. The issue now is if the intervention undertaken is legitimate. Legitimacy of actions is not definite and is subjective, depending on how one views it. The Following are cases of humanitarian interventions conducted in the past and how did the international community react to it: East Pakistan (Bangladesh) – 1971: When British India became independent from Britain in 1947, it had adverse consequences, independence also led to the partition of India which saw the creation of a separate Muslim state of Pakistan. Pakistan, in turn, was divided into West Pakistan, where the seat of government is situated and East Pakistan, located along Indias eastern border. These two states are separated by India. Furthermore, despite carrying the same name â€Å"Pakistan,† these two states are culturally different despite being Muslim, those in the east speak Bengali, a language that is related to that of the Indians. The east Pakistanis did not feel any cultural affinity with those from the west and they feel marginalized. Because of this â€Å"cold† treatment from the west, they began batting for autonomy led by the Awami League of Sheik Mujibur Rahman. The leaders in the west saw it as an act of secession and moved swiftly to suppress it through military intervention. What happened next was a virtual civil war as the East Pakistanis, or Bengalis resisted the West Pakistanis, seeing them more as invaders and the latter responded with severe repression that saw countless atrocities being committed. The matter was brought up the United Nations (UN) where the actions of Pakistan was condemned yet no severe action was taken as the UN Security Council was divided with the United States and China backing up Pakistan and the Soviet Union on Indias side. The partiality of the superpowers prevented any punitive measures taken against Pakistan. India had been covertly supporting Bengali resistance served as the latters staging area for attacks against Pakistani occupiers. This led Pakistan to believe India joined the battle and the Third India-Pakistan War broke out. Eventually, Indian forces prevailed. India’s victory also assured the independence of East Pakistan which was renamed Bangladesh (Wheeler, 2000, pp. 63-64). Somalia (1992-1993): UN involvement in this East African nation stemmed from the famine that has nearly devastated Somalia. This was further exacerbated by the increasing anarchy brought about by the lack of a central government and with competing warlords vying for control as civil war broke out in 1991. The UN organized a peacekeeping mission called United Nations Operation in Somalia (UNOSOM) calling for the establishment of a security force of 50 UN troops in Somalia to monitor the ceasefire. Despite the UNs efforts, the ceasefire was ignored by the warlords, especially Mohammed Farid Aidid. Fighting continued and further intensified, jeopardizing UN relief efforts as they were targeted for attacks as well. The harassment of UN personnel prompted the intervention of the United States in what became Operation Restore Hope to ensure the continuation of the relief efforts and what makes American presence different was that it was authorized to utilize all necessary means to ensure the protection of the relief efforts which it initially did, conducting proactive military operations against militias until October on 1993, following the â€Å"Blackhawk Down† incident in October of 1993, the Clinton Administration, in a knee-jerk reaction to the casualties incurred (18 US soldiers killed and one captured), ordered the pull out of US forces from Somalia (Wheeler, 2000, pp. 172-176). The absence of American military muscle also led to the pull out of UN forces from the region as well and Somalia is still what it was 10 years ago where lawlessness still prevailed and this was further evidenced by the proliferation of pirates along the Indian Ocean which used Somalia as the base of operations owing to the lawlessness there. Rwanda (1993-1994): In the case of Rwanda, ethic conflict broke out between the Hutus and Tutsis. The UN intervened through the creation of the United Nations Assistance Mission for Rwanda (UNAMIR) on October of 1993 to oversee the peace efforts in the region. The biggest contributing countries along with Belgium were Ghana, Tunisia, Bangladesh, and Canada. In the latter part of 1993, both Hutus and Tutsis appeared to be honoring the Arusha Accords, and reaffirmed such commitment to creating a new, broad-based transitional government by the end of the year. However, things went sour following the downing of the aircraft carrying Rwandan President Habyarimana and Cyprien Ntarayima of Burundi. It inflamed hatred and a killing spree ensured. Among the first targets of the genocide were Prime Minister Agathe Uwilingiyimana and 10 Belgian members of UNAMIR after handing over their weapons to Rwandan government troops. In a knee-jerk reaction similar to what the Clinton Administration did following the international embarrassment the United States suffered in Somalia in 1993, Belgium pulled out its troops from UNAMIR and other contingents followed suit. UNAMIR was left with 270 soldiers supported by less than 200 local authorities. The UNAMIR did the best it could with what forces remained. As individuals and as a group, members of the UNAMIR forces did manage to save the lives of thousands of Tutsis in and around Kigali and the few areas of UN control. Despite their best efforts, to the eyes of the world, they appeared to be apathetic or indifferent, standing idly by as Hutus were murdering Tutsis on a larger scale. The French deployed troops following the outbreak of the genocide yet it was for the purpose of evacuating their embassy as well as several members of the late president’s cabinet (Wheeler, 2000, p. 219). The genocide eventually abated with the arrival of a multi-national force from several African states. Yugoslavia (1995-Present): Following the collapse of the communist regime in Yugoslavia, age-old ethnic hatreds reemerged as pre-World War I states began to come back into existence as the nation Josip Broz Tito once ruled disintegrated. This was very apparent in the hatred towards the local Muslim population, particularly by the (Bosnian) Serbs. There were eight UN PKOs in the former Yugoslavia and they were made up of over 20 member states. Despite signing a truce, the civil war resumed and it was the Bosnian Muslims, and later the Kosovars who bore the brunt of Serb brutality which was presided over by Yugoslav President Slobodan Milosevic and Serbian leader Radovan Karadic. They invoked nationalism to inflame the passions of the Serbs who then proceeded to conduct â€Å"ethnic cleansing† which was underscored by the massacre at Srebrenica in 1995 which was supposed to be a UN â€Å"safe area† and this happened after Serb forces drove a UN peacekeeping contingent out when the latter could not defend themselves against a larger Serb force and had to pull out. In retaliation, there were some peacekeepers even held hostage by the Bosnian Muslims and used as human shields to force the North Atlantic Treaty Organization (NATO) into attacking the Serbs. Seeing the ineffectiveness of the UN PKO, NATO began to intervene to add more political muscle starting with air strikes to bring the Serbs back to the negotiating table and eventually deploying troops to enforce the peace in the troubled region as a â€Å"stabilization force† and took it upon themselves to go after Serbian war criminals (Wheeler, 2000, p. 16). Analysis: Upon close analysis, all these situation involved humanitarian intervention which called for the deployment of a military force to make humanitarian relief efforts possible. Among the given cases, it would be nearly impossible to determine which is the least justified. If there needs to be one, it would have to be India’s intervention in Pakistan’s civil war which became its war against Pakistan as well. It would be least justified if it is seen from a legal perspective. India was interfering in what seemed to be an internal dispute between Pakistan. Beyond the legal however, one has to take into consideration that India is flanked on both side by East (Bangladesh) and West Pakistan and strategically she would be in peril considering that her relationship with Pakistan is anything but cordial and as such would rather the face one opponent instead of two. Secondly, the Bengalis were closer to them than the Pakistanis despite being Muslim. Somalia, as well as Rwanda’ would turn out the ones that badly need humanitarian intervention. Given the utter lawlessness and chaos that has visited the country, it appears that the Somalis and Rwandans could not seem to address their problems and this thereby necessitates humanitarian intervention given the fact its people are suffering from famine and genocide respectively. Aid could not get through to them since there is virtually no government there to bring order and it is the warlords who are in charge and they care about is power. After seeing the UN as weak in enforcing its will, the United States, under the first Bush Administration, took the lead in bringing order back into Somalia but unfortunately the Clinton Administration took a different approach especially after the â€Å"Blackhawk Down† incident. Instead of following through to bring Aidid to justice, they decided to pull out. The same thing can be said in Rwanda as well, especially after the murder of the Belgian peacekeepers. Putting them together, the west appeared to be somewhat unwilling to make sacrifices to help address the problems of the Somalis and Rwandans, especially after the deaths of their people. It is as though they felt Africans were not worth saving or dying for and this has sent a wrong message – the west is unwilling to sacrifice for Africans and this also contains racist undertones and has placed a sense of embarrassment to the west for their apparent apathy or â€Å"cowardice† towards Africa. Yugoslavia proved to be the application of the lessons learned from Somalia and Rwanda as the Serbs went on an â€Å"ethnic cleansing† spree, killing Muslims. When news of the atrocities became known throughout the world, they took a stand and finally acted upon it with the deployment of NATO forces to enforce the peace but at the same time, operate with rules of engagement that would enable them to defend themselves appropriately while carrying out this vital mission. Wheeler’s point is that moral considerations should be taken into account. It can be inferred in his work that human life is the most precious thing on the planet and these are wasted or sacrificed needlessly by their own people and government for the sake of power or out of spite. Governments are supposed to look out for their citizens and if they cannot do this, who can the people turn to? This is a symptom of a failed state and it should be the moral responsibility of the international community to help restore order. The problem with laws, both national and international is that it is not perfect. Just because things are put into law does not mean it is perfect and explicit. Laws are inherently implicit as loopholes will be found and used to get around it and this is what prevents humanitarian interventions from taking place or condemn those who do intervene. Nevertheless, Wheeler presents a valid point in emphasizing the moral factor which he feels, as well as most of the world probably feels as well that as a (global) community, â€Å"neighbors† should look out for each other as well because what may seem an internal matter might someday move to their doorstep someday. This has to be addressed the soonest to preserve the peace and order in the community.

Change Management Compulsion Or An Option British Airways Business Essay

Change Management Compulsion Or An Option British Airways Business Essay There is a famous saying stated by an unknown author The only thing that is constant is change (Berman, 2007). With the current changing customer requirements and external environment necessities, organisations which behave as closed systems and do not constantly change themselves to fit the market requirements and customer demands will fail in the long term (Harigopal, 2006). Organisational change is an ongoing process which brings the systems and procedures of the organisation in line with the factors prevailing in the external and internal environment of the organisation (Nemetz and Fry, 1998). As business management gurus argue, external forces of change require not only adaptive, flexible organisations and new management approaches but also competent managers able to adopt to changing times and to manage organisational change (Beckhard and Harris, 1987). It is essential to understand how organisations in the real world implement and deal with organisational change. One such organisation which has implemented various change methodologies in the past few years in response to the changing business environment is British Airways. British Airways is the UKs flag carrier and one of the largest airlines in the world. Like many large organisations, the airline has had to change its strategy, technology, structure and culture in order to achieve competitive advantage in todays rapidly changing global business world. 1.2 Aims Objectives of Research The main objective and strategic aim of this study is to explore the role and significance of Change Management in this era of globalization and changing market needs by taking the case study of British Airways in specific. Research Question- The primary research question of this research study is: To explore the extent to which change management is necessary for a firm to achieve sustainable competitive advantage? Additionally, the secondary research question is to examine the change management initiatives previously taken by British Airways to attain competitive advantage and profitability. 1.3 Literature Review This chapter will highlight the various aspects of change management. It will use academic research to understand the concept of change management by looking at its definition and determining the various approaches of change management. It will then describe the framework for change and various change management initiatives taken by organisations. The various change models will also be listed and analysed and the organisational background of British Airways will be provided along with a SWOT analysis of the organisation. 1.4 Methodology This chapter will determine the methodology used to conduct this research and the reasons for various data collection methods chosen. It will also look into the philosophical aspects of the research study. 1.5 Research Findings and Discussion During this chapter the researcher has analysed the findings and compared these with the literature review and methodology to establish the extent to which change management is necessary for an organisation to sustain competitive advantage and the role and significance of Change Management initiatives taken by British Airways to attain profitability. 1.6 Conclusion The last chapter is the Recommendations and Conclusion chapter. This chapter will list the recommendations generated from the research study findings while also bringing to light the limitations of the research study. The references used and the research related appendices will then be presented at the end of the research study. CHAPTER 2 Literature Review This chapter will review the existing literature on change management. It is important to understand current research on the subject area, to enable the reader to understand the nature of the existing knowledge of the subject (Denscombe 1998, p.15). Specifically, this literature review will focus on the following issues; Firstly, it will determine the definition of change and list the various types from the typology of change. Secondly it will describe the framework for the change process, generic model of change and the various change management diagnostic models are discussed. Thirdly the importance of communication in Change Management is explained. Fourthly the SWOT analysis is also described along with the various change initiatives taken by organisations in the aviation industry. 2.1 Typology of Change Change in academics is defined as the substitution or succession of one thing in place of another. As per research studies conducted, it is identified that the patterns of change repeats and is recurring in every industry. These patterns of change constitute of incremental and radical changes. The increasing frequency of these patterns of change in various industries over the past couple of decades has necessitated for organisations to predict the pattern of changes in their external industry environment so that they are better equipped with the resources and capabilities required to embark upon change and maintain their competitive advantage. A typology of change was developed by Nadler and Tushman to outline the various abilities of organisations to predict the patterns of change in the external industry environment. They have divided the ability to predict changes into two types of proactive and reactive while listing the scope of change as being transformational or incremental in nature. The typology of change is created by Nadler and Tushman by developing a matrix of the type and scope of change. They have differentiated the change strategy among organisations into four types of fine tuning, adaptation, re-orientation and re-creation. These strategies have been described in the following paragraphs (Hayes, 2007 and Chaffey, 2006). The first two changes of fine tuning and adaptation in organisations which occur are incremental changes. Fine tuning is the change process where organisations are proactive and will try to fill in the inefficiencies and gaps internal to the company when compared to the changing external environments which act as reducing agents to the effective performance of the business processes of the organisation. Adaptation is a reactive change process where the organisations have to make changes to their internal processes after they have felt a threat in their competitive position due to the changes made in the organisation. These changes are limited and do not affect the core functions or business processes of the organisation but are targeted towards reducing or removing the threats from the external environment and competition in an effective manner (Cook, Macaulay Coldicott, 2004). The two changes although occur for a long duration, are only basic changes and do not impact the fundament al aspects in which the organisations operations work (Hayes, 2007). The change processes of re-orientation and re-creation are both transformational in nature since they impact the fundamental operations of change. They occur when the need for change is vital to survive (Poole Van de Ven, 2004). The re-orientation change process in organisations basically requires organisations to change or re-define their existing corporate or business strategy (Chaffey, 2006 and Hayes, 2007). This change is conducted for two reasons. The first is to pro-actively prepare the organisation for the future changing external environment or to change the external environment itself by innovation such that the core competency of the organisation is increased over its competitors (Hayes, 2007 Potter, 2004). In Re-orientation, since there is no external threat to the organisation and it is being pro-active, it is difficult for the employee workforce to understand the need for such a drastic radical change. This change process requires the management of the organisation to create a sense of urgency and a necessity for change among the organisational employees so that the change process can be enforced. Otherwise it is difficult for organisations to implement this change. The last type of change process is Re-creation. This is a forced change and is transformational in nature. This type of change is implemented by organisations when they feel they need to change their core operations in order to sustain in the changed external environment. In most scenarios, the success of these re-creation changes can determine the survival of the organisation. These changes however are high risk changes since the organisations do not plan these changes ahead and do not, in most scenarios, have the required time and resources for their successful implementation. The change impact is mostly lower than expected for many reasons such as low involvement and motivation among employees, inadequate readiness in management etc. This change if not tackled effectively can lead to employee resistance and de-motivations (Chaffey, 2006 and Hayes, 2007). 2.2 Framework of Change The framework of change as developed by Lewin (1951) constitutes of the same three steps in all change processes. These steps are unfreeze, change and refreeze. Unfreeze is where the organisation tries to create an urgency for change so that the employees and the management are ready for change. Change, as the name indicates, is the second stage where the change occurs. Freeze is the final stage where the change made is now ensured to become part of the organisation. As per the framework, every change process has a higher level of uncertainty leading to resistance among employees. However, certain techniques can be adopted in order to avoid this resistance. One of these techniques is to introduce additional steps such as identifying the future state prior to implementing the framework of change (Weick Quinn, 1999). There have been many new models which have evolved in the past few years which have tried to add more steps or make modifications to this model. One of them is the generi c model of change created by (Hayes and Hyde, 1998) however, the general concept and baseline in all these change models is still the same. The generic model of change signifies the change process to be continuous in nature. It states that the change results of one process act as the triggering factor for some new required changes. Change process begins by determining the internal inefficiencies and improper capabilities of the internal organisation and the external environment in the industry the organisation operates in and using this gathered information to develop the new organisations strategy. This new strategy will now automatically implement the new anticipated change in the organisation (Johnson, Scholes Whittington, 2008). The ability to determine the correct strategy is the most crucial step in any change process since an incorrect change strategy can also be implemented successfully however it will not deliver the same benefits and fill in the required market inefficiencies as required and the overall change process can in turn be a failure (Buttrick, 2005). After looking at the above studies, the change process is modified as below. The initial aspect of the change process is now moved to identifying the resources required to implement the change process and the various techniques which can be used further to begin unfreezing the organisation. While this is being done, the organisations inefficiencies and gaps with the external environment are determined in order to develop the change strategy. This change strategy is designed that such that it achieves the anticipated future state of the organisation and reviewed to make any modification such that it is aligned towards realising the future state. The next step is to create a change plan before directly implementing the change. This change plan is implemented on a step by step basis and upon completion of each step, it is reviewed to determine if it is still aligned or the future state and rectify any identified deviations. Once this is completed and the future state is realised by the organisation, new techniques in order to merge this change with the organisations culture will be implemented. This is when the final stage of refreezing appears and the success or failure of the change process and the involved resources is determined. It is also used to collect feedback of the change process and reward the resources who had performed effectively towards achieving the future state (Jones, 2008). This generic model of change created by Hayes Hyde in 1998 and the change framework developed by Lewin in 1951 are both effective models which can used to implement change. However, both these models ignore one crucial aspect of change management which plays a vital role in the success of any change event, people management. Without effective people management, it is impossible to implement change in any organisation successfully. 2.3 Change Management Models There are various models which can be used to diagnose the success of a change event or the need for a change event. These models reduce the overall change process into a few key factors which need to be taken into consideration while implementing the change process in any organisation. They allow the management to determine the key aspects from both the process and the people perspective which need to be looked into. This in-turn increases the ability of change managers firstly to implement the change process successfully and secondly to evaluate its success and take necessary actions (Hayes, 2007). One of these models is the McKinsey 7S model. This model divides the change process diagnosis into seven elements which can be used to determine the existing internal environment status in a firm. These seven elements are strategy, structure, systems, staff, style, shared values and skills. The internal organisational efficiency of an organisation is determined successfully using this model and its results can be used to develop the internal strategy of the organisation (Saunders, 2007). This model can be used to develop change initiative programmes in organisations and develop a strategy which will achieve the overall internal fit in the firm however, it cannot be used to determine a fit between the internal capabilities of the organisation and the external environment in which it operates leading to a necessity for another model which takes this into consideration (Burke Litwin, 1992). The model which takes this into consideration is The Burke-Litwin causal model of organisational performance and change. This model is used for many purposes such as to identify the type of change implemented, whether it is incremental step-by-step change or a radical change or to determine the overall effect of using change management procedures in organisations while determining the performance of these management initiatives. This model constitutes of various elements which are crucial for a change process. The input element is the organisational performance and the output element is the individual and organisational performance. The other factors in the model are the through-put of the model. The models elements are further divided into two types of factors. The five factors of external environment, leadership, mission and strategy, organisational culture and the individual and organisational performance are the transformational factors while the remaining factors are the increme ntal factors. They are distinguished so based on the ability of the factors to influence the type of change. One of the successful applications of this model was to determine the success and performance on the change processes implemented in British Airways in the year 1983 (Burke Litwin, 1992). (Burke Litwin, 1992). This model will again be used in this study to determine the performance and effectiveness of the change management strategies used in British Airways in the past year. 2.4 Communication in Change Management: One of the key aspects of any change process in terms of people management is communication. If the communication is ineffective or missing, then the employee resistance to embrace the change only increases further. The communication strategies used by various organisations are different and this determines the amount of information shared by them with their employee workforce. Another factor which affects this amount of information shared with the employees is the managements personal views and understanding on the subject of change management and importance of communication. The Spray and Pray strategy used by management is where the information provided to employees is not considered or evaluated by the management to determine if it is actually relevant to them or not. This sort of communication can allow the vital and relevant information to be buried under irrelevant and not so vital information and reduce the overall necessary impact of communication on the employees. The manag ement which chooses to share the relevant information with their employees and also provides them with the various benefits of the change implemented to these employees use the communication strategy of Tell and Sell. In this scenario, the communication effectiveness is higher than the previous strategy and the amount of the information shared is lower. One of the most effective communication strategies which can be adopted by management in any change organisation is the Underscore and explore strategy where the information is provided to employee workforce in exact reference to the change situation and the various inputs provided by the management are considered at the same time. This ensures that the employees feel to be a part of the change being implemented and reduce their overall employee resistance. In the other two communication strategies of Identify and reply and withhold and uphold, the information shared with the employees is not adequate and the management withholds som e crucial elements of information which can increase the employee resistance to accept change. The below diagram represents the various communication strategies in accordance with the communication effectiveness and the amount of information shared by the management (Clampitt, DeKoch and Cashman, 2000). Figure-2 : Communication Strategy Continuum   (Clampitt, DeKoch and Cashman, 2000) 2.5 SWOT Analysis To determine the inner fit of an organisation with an external environment, one of the techniques which have proven successful on numerous occasions is the SWOT analysis. This SWOT analysis is divided into two segments, the internal factors segment which constitutes of the strengths and the weaknesses of the organisation and the external factors segment which constitutes of the opportunities and threats presented by the external environment in reference to the organisation. The role of strengths and opportunities is to determine the internal capabilities and inefficiencies of the business processes and the employee talent of the organisation. The role of opportunities and threats is to determine the external environment that the organisation is functioning in and find ways in which it can either support or act as a danger to the organisations functions. Once these are determined, it is then determined how the internal strengths of the organisation can be used to benefit from the exte rnal opportunities of the industry environment. The weaknesses are also looked into to determine if there is a possibility to change into a threat and how this movement can be avoided. The threats are looked at from the perspective of changing them into opportunities or reducing their possible impact on the organisation. The weaknesses are also worked upon in a similar way, to reduce their impacts and risks to the organisation or to remove them altogether by changing them into opportunities (Briggs, 2001). 2.6 Change Management in Organisations in the Aviation Industry: Some of the change initiatives which have been experienced by organisations in the Aviation industry are the privatisation of companies such as Qantas airlines. This happened at the same time as most industries in various nations were moving towards privatisation and de-regulation while moving away from the shadows of the public sector. The change process was rapid and radical in nature. Another change in the aviation industry which was not just restricted to one organisation was the agreement of global alliances among the various international and domestic airlines in the global market. This changed the structure and process of operations in the Aviation industry while also bringing in harmony the use of labour and the strategies adopted by management across various airlines in the industry (Fairbrother, 2002). Another change initiative which was related across airline companies was the use of part time and casual employees so that they can benefit from using them when required and paying them only for the number of hours employed. This has allowed them to reduce the overall labour costs however, in most airline companies; most of the part time employees did work overtime just as much as full time employees leading to no change in the overall labour costs (Dawson, 2003). The privatisation of the airlines is not just limited to Qantas airlines but has increased further to British Airways, Lufthansa, Air France, KLM etc (Delfmann, 2005). An additional change management initiative is the collaborative effects among most airline companies to ensure a reduction in the carbon footprint overall and thus support the climate change initiatives along with the various other industries and governments (Bishop Grayling, 2003). Steve this is the other introduction to the research study I written, but Im unsure if this is perhaps too current as it relates to the current global economic recession. Could you advise if it is maybe best to delete the information I have highlighted in bold and continue with the original introduction I have written on page 3. Introduction to the research study There is a famous saying stated by an unknown author The only think that is constant is change (Berman, 2007). With the current changing customer requirements and external environment necessities, organisations which behave as the closed systems that do not constantly change themselves to fit the market requirements and customer demands will fail in the longer terms (Harigopal, 2006). The punctuated paradigms irregularities frequency has increased over the past decade implying that the change in organisations is not as fast or as paced as the change in external environments which in-turn is increasing the gaps between the customer requirements and products/services provided by organisations (Hayes, 2007). This has made it crucial to study the significance of change management internally in organisations so that this building gap can be reduced and organisations can benefit from these constant changes through adapting their culture. The recent economic recession and credit crunch with a decreasing GDP rate across the United Kingdom in 2008-09 (Statistics, 2009) has forced organisations to find new ways to reduce costs for the products and services generated by them so that they can survive in this difficult climate. Organisations responses to these necessary changes being forced upon them is being tackled using various techniques such as economies of scale (Grant, 2005), internal re-structuring and creating new operational processes which will reduce their operational and maintenance costs. This in-turn has led to need for effective change management in such organisations so that the changes implemented are widely accepted by the workforce which in-turn ensures that success from the implemented change techniques are achieved (Cameron Green, 2008). One such organisation which has implemented various change methodologies in the past few years in response to the changing industry environment is British Airways. The organisation like many others has undergone some changes in their strategy, technology, structure and cultural aspects in order to survive in the changing environment and maintain the organisations core competency. British Airways will be used as a case study in this research study in order to achieve the aims and objectives of the research study. Many literatures focus on change management in organisations enforced due to various reasons and either at the beginning or at the end of the change management procedures being implemented. However, most of these researches have not taken into consideration the change management forced by external environments due to an economic recession especially since this scenario is not very common or recurring constantly. This research will contribute to the existing literature by using economic recession as one of the external factors leading to implementing changes in the airline industry. This research study will attempt to act as a guide to further researches who wish to identify the necessity for effective change management in the airline industry organisation especially when the external contributing factor is the economic recession. Sharon, This is a very well written first draft of your dissertation. I think there are some very good elements but there are also quite long passages where there are no references cited. I think if you do a little more reading and address these gaps then you will have the basis of a very good literature review. Steve

The Burdens of Lt. Jimmy Cross in Tim OBriens Story The Things They C

The Burdens of Lt. Jimmy Cross in Tim O'Brien's Story "The Things They Carried" One of the most overlooked aspects in the life of a soldier is the weight of the things they carry. In Tim O'Brien's story, "The Things They Carried," O'Brien details the plight of Vietnam soldiers along with how they shoulder the numerous burdens placed upon them. Literally, the heavy supplies weigh down each soldier -- but the physical load imposed on each soldier symbolizes the psychological baggage a soldier carries during war. Though O'Brien lists the things each soldier carries, the focal point centers around the leader, Lieutenant Jimmy Cross, and his roles in the war. Lt. Cross has multiple burdens, but his emotional baggage is the most pressing. Of all the weights burdened upon Lt. Cross, the heaviest baggage is located in his own mind. Specifically, the heaviest things Lt. Cross carries are an emotional obsession over Martha's love, the physical consequences caused by his daydreaming of Martha, and an unrelenting guilt about Ted Lavender's death. In the first paragraph of the story, Jimmy Cross' rank is noted (First Lieutenant) along with the fact that he "carried letters from a girl named Martha, a junior at Mount Sebastian College in New Jersey" (434). From the outset, the reader sees that Martha plays a pivotal role in his thoughts and actions. The fact that Jimmy Cross "would imagine romantic camping trips into the White Mountains in New Hampshire" after he marched the entire day and dug a foxhole indicates that he thinks often of Martha (434). While these thoughts of a lover back home provide some form of escape for Lt. Cross, they also burden him with the obsessive feelings of unrequited love. ... ...nal lives, but O'Brien's choice to focus one soldier, Lt. Cross, lets the reader scope the depths of the human mind during an extremely stressful situation. As a young lieutenant, this man shoulders his own longing for love, the death of a fellow soldier, the guilt he places on himself, as well as the added duties of responsibilities for a platoon of men. The narrator provides one specific quote, which perfectly summarizes the mental aspects of war: "They carried all the emotional baggage of men who might die. Grief, terror, love, longing -- these were intangibles, but the intangibles had their own mass and specific gravity, they had tangible weight" (443). Indeed, the intangibles in this story do have tangible weight -- weight that Lt. Cross must carry for the rest of his life. Works Cited: O?Brien, Tim. The Things They Carried. NY: Broadway Books, 1998.

Essay --

Preservation and Conservation Methods Preservation is a crucial element in the whole operation of a records programmed. The aim of archival preservation is to prolong the usable life of useful research information in two ways. First, preventive preservation seeks to reduce risks of damage and to slow down the rate of deterioration. This aim is usually accomplished by selecting good quality materials and by providing suitable storage environments and safe handling procedures. Secondly, prescriptive preservation is a means of identifying and treating or copying damaged materials to restore useful access to the information. A variety of methods exist to protect audiovisual materials physically and ensure their stability and security. Environmental controls, the use of quality storage containers and good handling practices will help extend the life of archival materials. 2.6.1 Techniques of preservation Proper Care and Handling of Audio Visual Materials Taking care when handling any collection item is one of the more effective, cost-efficient, and easily achieved preservation measures. General †¢ Wash and thoroughly dry hands before handling A/V materials †¢ Store and handle materials in a clean environment †¢ Keep food and drink away †¢ Do not touch playing surface(s) †¢ Keep playback equipment clean and well maintained †¢ Allow materials from cool storage to acclimate to room temperature before playing back Discs †¢ Handle grooved discs (78s, 45s, LPs, lacquer discs) by the edge and label areas only †¢ Handle optical discs (CDs, DVDs) by the edge and center hole only Magnetic tape (Cassettes, Audio and Video) †¢ Handle by the outer shell only †¢ Do not touch the spools 2.6.2 Storage Audiovisual are made of modern materials that may have inh... ...n general scope within the institutional objectives in supporting the outreach programs aims Exhibition Exhibition Details Nation’s Memoir ï‚ § Exposing the audiences to the interesting places, important events and people both the ordinary one and includes the extraordinary who have take part in developing the country into what it is now – a proud nation. The Galleria ï‚ § It has been planned to a suitable period for viewing to our audiences to be on our daily opening hours and open for reservation for particular purpose of visit. The Galleria included several Malaysia’s valued audiovisual records and archives on our collection. It could be referred to be ‘birth certificates’ for our beloved country. The related items in The Galleria may covers subject ranging from cultural heritage, historical places, and other appropriate items to be showed to the audiences.

My Philosophy of Education :: Essays Papers Teacher Teaching

My Philosophy of Education I believe that education is a tool used to shape the generations of tomorrow. I wanted to have a positive influence on the future, so I decided to become a teacher. Teaching is one of the most worthwhile and influential professions because teachers come in contact with a vast number of young people and have the ability to light their lives. These young people are the future. As a teacher, I believe that a large portion of the responsibility for a student's education rests on my shoulders. I take this responsibility very seriously and I believe all teachers should. Teachers have a duty to provide knowledge-whether it is academic, social, or ethical in nature-that will help students as they embark on the journey of adulthood. Therefore, I think teachers should strive to put forth a good example of intellect, ethics, and personality. My personal goal as a teacher is to challenge my students so that they find learning interesting and stimulating. I believe that technology is a very useful tool to capture students? interest. Video games, computers, and television consume the world that in which my students live. Corporations use this fact to market their products to young people. So, I plan to use the same fact to ?market? education. There are many valuable, interactive-learning activities available for use in the classroom. I think the use of them can greatly enhance the learning process. I want to make learning meaningful and worthwhile to all of my students. One responsibility that I keep at the top of my list is to form personal, yet professional, relationships with all of my students. I want to know about their everyday lives?their jobs, activities, friends, and families. Knowing students will help me as I plan for instruction. Also, by getting to know my students, I can provide encouragement and support in the extracurricular realm, as well as in the academic realm. I want students to feel free to come to me for help.

Don Giovanni

Mr. Warren Don Giovanni After watching the Don Giovanni play ill conclude that Don Giovanni is not guilty in the rape of Donna Anna. She accused him of the rape, but there is no full evidence that she got raped. She apparently said that she got raped after the fact her dad was killed. Just because he killed The Commendatore doesn’t mean that he is guilty of the rape. The first piece of evidence disputing the rape claim is that Donna Anna simply needs an alibi because she is scared she will lose her husband because she was seduced by another man.Don Giovanni has a long history of getting with a ton of different women with relative ease. Donna Anna has some sketchy stories in her initial story about the assault. The initial incident that took place was not seen by anybody at all. Donna Anna also has a fiance, and had she been caught up in a cheating scandal her lift might be ruined. The evidence supports a reasonable doubt that could be determined by the story and ways of Don Gi ovanni. The second piece of evidence disproving Donna Anna’s claim of the rape by Don Giovanna is the town’s bias towards Don Giovanni.He has a personality that people are not very fond of. For example, hooking up with a lot of girls and treating him the way he does. People will assume that Don Giovanni is really guilty before looking at the facts. Knowing this, Don Giovanni is not guilty just because of what people think of him. Don Giovanni is not guilty of rape just because of the person he carries himself with. More evidence that supports Don Giovanni being innocent is the fact that the servants weren’t around when the assault happened but all the sudden appeared after the murder of Donna Anna’s father.If Donna Anna was being raped, why wasn’t she screaming and fighting during the assault by Don Giovanni. If she was screaming during the rape, the servants would have come and helped her. The servants are a key piece of evidence in proving the in nocence of Don Giovanni. The fourth piece of evidence that supports Don Giovanni being innocent is his black book filled with women he has gotten with. Don Giovanni is a ladies man who has an extensive history if seducing women with ease. He has a whole book of women whom he has had sexual relations with.It’s not a bad thing that he is able to seduce women with relative ease because that makes his case for himself. Getting with a lot of women isn’t a crime, and shouldn’t be something that can be used as credible evidence in order to bring a rape conviction down on Don Giovanni. The next piece of evidence supporting Don Giovanni’s innocence from the rape claim is the fact that Donna Anna wanted Don to be dead and wanted to wait an entire year before moving into marriage. Had she really been raped, why would she need a full year to get over his death? With Don Giovanni dead, she had time to get over him before committing to the marriage.The final piece of e vidence that supports Don Giovanni being innocent of the sexual assault accusation is the fact that there were no witnesses. A woman of that degree would have people around who could help her if she was really being raped. But, there were no witnesses or servants around during her time of need. In order for Don Giovanni to be charged and convicted, there has to be witnesses who are able to give supporting details on Donna Anna being raped. With there no being any witnesses who saw the sexual assault, there cannot be a prosecution to convict Don Giovanni. Now people are going to talk about Don Giovanni going to hell.This argument is not valid because Dog Giovanni did kill The Commendatore and that could be a reason for going to hell. Claiming the Don Giovanni went to hell for the sexual assault is a shocking thing to say, considering the other evil deeds he participated. Using this counterargument, he is not responsible because one cannot simply say this or that directly sent Don Gio vanni to hell. The next counterargument is that people might say Donna Anna did get raped. But, why was she screaming coming out from the opening scene? If she actually was raped by Don Giovanni, she should have been screaming during the assault.If she was getting raped, why wasn’t she screaming, fighting, or trying to get away? You can’t conclude from the scene from the beginning of the show that she was raped. There is no possible way a counter argument of Donna Anna reacting to the rape would hold up in a court. In the end, Don Giovanna is innocent of the sexual accusation by Donna Anna. He may be a bad person, but he has a history of being able to get with women without really putting fourth effort. Just because he likes his women doesn’t mean he rapes them. Don Giovanna did not commit the sexual assault that he was accused of.

How To Develop A Good Personality

Having a good personality is an important skill in life. It is not an easy feat to achieve but with these simple yet crucial steps, a good, well-meaning personality can be achieved by anyone. Take care of your appearance. ;Manner of dressing ;Use of make-up and hairdo ;Language used ;poise 2 Think positive thoughts, both about yourself and others in general. The thoughts that we think soon turn into the words we say and the actions we take. Having good thoughts about yourself gives you self-confidence and self-respect, essential in any good person.Never lose a chance to prove yourself. In our day to day life we came across several opportunities which could help our self in defining our personality. For example if you are in a conversation with a group or a individual you must talk in a way thou can prove others what you are really†¦. And it does not matter if you say a line or a speech. The thing which will matter is the words of yours. Whether they were able to leave an impact on others or not. 4 Look for famous people whose personality defined them. Athletes, artists, actors and musicians are people who ace challenges in their careers everyday.They have to have patience and perseverance in order to succeed. Many of them are humble in spite of their success and fame. These are life skills which is learned culminate in the creation of a good personality. 5 Look deep inside yourself and think about who you are. Many people find themselves to be better by reflection. 6 Help wherever and whenever you can. A little sacrifice can go along way in changing another person's day. 7 Always be yourself. If you are following some famous personality, make sure that you never lose yourself.It means that you have to stick to that behavior every time. Feel it in your blood. 8 Learn to love other people. Many bad personalities come about because people do not want to forgive each other and thus become filled with so much interpersonal hate that they hate other people. This makes them come off as bad and self-centered when all they lack is the insight to forgive and forget whatever may be the root of conflict between them.