Sign Symbol Essays - Philosophy Of Language, Semiotics, Advertising

Sign Symbol A sign system is representation through communication which in turn leads to a shared meaning or understanding. We hold mental representations that classify and organise the world (whether fact or fiction), people, objects and events into meaningful categories so that we can meaningfully comprehend the world. The media use sign systems through newspapers, magazines, television,internet, and the radio etc. The conceptual map of meaning and language are the basis of representation. The conceptual map of meaning, are concepts organised, arranged and classified into complex relations to one another. The conceptual map of meaning although allows you to distinguish your own individual interpretation of the world, at the same time as holding similar views to that of other people in your culture. As the meaning is produced and constructed and in turn learned by a particular group of people. Therefore sharing conventions and codes of their language and culture. Signs can only convey meaning if we possess codes which allow us to translate our concepts into language. These codes are the result of social conventions which lead to the shared maps of meaning. These shared meanings are learnt unconsciously as we become members of a culture.If we have a concept of something in our minds we can say we know the meaning of this concept. However we cannot express or communicate this meaning without the second system of representation, language. Language is the only way in which meanings can be effectively exchanged between people, as people within the same culture are able to interpret the sign of language in the same manner. As the meanings become natural through the conditioning of culture. For example the word white in Australia represents a colour of purity, however in China it is the colour of death. Demonstrating that different cultures have not only have different meanings in their shared conceptual maps, but a different language to express it. As meanings change rapidly throughout cultures to really understand another culture you must live there and speak the language for some time. Cultural, social, political, and linguistic conventions are learned over time. The three theories of representation, reflective, intentional and constructionist approaches explain how representations through language work. The reflective approach is where language functions as a ?mirror? of the particular elements perceived meaning. The intentional approach, is where the authors individual views of the world are expressed. Whereas the constructionist approach is where we the audience construct the meaning through our shared conceptual maps and language. The media use these sign symbols so that an association can be made to the object, person, event, or idea etc. With this information of representation and language the media can familiarise people with many things, such as cultural knowledge. As advertising surrounds consumers, concern is often expressed over the impact on society, particularly on values and lifestyle. While a number of factors influence the cultural values, lifestyles, and behaviour of a society, the overwhelming amount of advertising and its prevalence in the mass media suggests that advertising plays a major role in influencing and transmitting social values. In his book Advertising and Social Change, Ronald Berman says; The Institution of the family, religion and education have grown noticeably weaker over each of the past three generations. The world itself seems to have grown more complex. In the absence of traditional authority, advertising has become a kind of social guide. It depicts us in all the myriad situations possible to a life of free choice. It provides ideas about style, morality, and behaviour. While there is general agreement that advertising is an important social influence agent, opinions as to the value of its contribution are often negative. Advertising is criticised for encouraging materialism, manipulating consumers to buy things they do not really need, perpetuating stereotyping, and controlling the media. The media must consider the cultural variables of each country, such as the complexity of learned meanings, norms, language, customs, tastes, attitudes, religion, traditions, education, lifestyle, values, and the ethical/moral standards shared by members of each society. These variables must be learnt by the media as not to offend the group they are portraying. Cultural norms and values offer direction and guidance to members of a society in all aspects of there lives. Every country exhibits cultural traits that influence not just the needs and wants of consumers but how they go about satisfying them. The media must be aware of the connotations of words and symbols used in their messages and understand how advertising copy and slogans are translated. Advertisers can also encounter problems with the connotative meaning of signs and symbols used

Ergot essays

Ergot essays Ergot and its disease ergotism have been a worldwide plague to humans ever since humans have started to harvest and cultivate grains in all their forms. Although outbreaks of ergotism still occur periodically they have all but become nonexistent in the modern era. Ergot has had beneficial effects as well. Ergot has produced medicines, which are vital to the medicine world. Ergot has produced in the world's eyes an ugly stepsister to its medicines: LSD. D-lysergic acid diethylamide known to the world as LSD is a derivative of ergot. Ergot has had a far and wide-ranging impact on man unrealized by most people. Ergot fungi are molds that infect rye and other cereals and wild grasses (Microsoft Encarta 1999). The scientific name of the most prevalent form of ergot is Claviceps Purpurea. When wind-tossed spores of ergot land on a healthy stigma of grains or grasses they enter, as does pollen, into the ovary and begin to form a fine mycelial network (Salvador and Kolla 1). The mycelia network commonly called honeydew begins forming asexually produced spores, which are called conidiospores (Walker 546). The honeydew is a sugary-like thing which attract insects who feed on the sugary substance and they in turn carry spores which get stuck to their legs to healthy plants and in turn infect those plants (Salvador and Kolla 1). The mycelial network deep inside the ovary eventually kills the ovary and forms a dense hard structure called a sclerotium. The honeydew is not responsible for the production of the toxic chemicals, which in their own turn causes the disease known as ergotism. Ergotism is a complex disease that results from the ingestion of grains and cereals infected with ergot by humans and domestic animals (Salvador and Kolla 1). This disease was common among people who ate bread made from rye grain that contained ergot sclerotia (Ammirati 349). During the Middle Ages ergotism was commonly referred to as St. Anthony'...

Global Perspectives on Innovation and Creativity Essay - 2

Global Perspectives on Innovation and Creativity - Essay Example The researcher states that EMC as a corporation is at the forefront has ensured that businesses provide competitive cutting-edge IT services. Through its transformation in cloud computing, EMC has achieved tremendous success in the way it handles information in its IT departments in a simple, secure and the most effective cost-efficient way. VMware Inc. is an American software company that provides virtualization and cloud software and services and in fact, it was the first that fruitfully virtualized x86 architecture. The company is based in Palo Alto, California. In 2004, it became a subordinate of EMC Corporation of which EMC sold15% of the company in a stock exchange in New York IPO and it operates under the icon VMW (Butler 2014). Customers are now dependent on VMware to help them solve their daily Information Technology needs. In 2012 alone, VMware revenues amounted to $ 4.61 billion with over half a million customers and more than 55,000 associates in addition to its many offi ces all over the world apart from its headquarters in Silicon Valley. The contribution from both sides is meant to reinforce a large group of the consumer by providing a software designed for storage in Virtual Desktop Infrastructure (VDI) and an easy way of recovering lost data. Geared towards optimization of consumer use, VMware Virtual SAN infrastructure will feature management based on storage and minimized and inexpensive server-side storage TCO. The geographical distribution of the incorporation facilities lab will ensure that product development of the VMware and EMC, also feature third-party technology that is compatible with its products.

Evil in St.Augustine's Confessions Essay Example | Topics and Well Written Essays - 1500 words

Evil in St.Augustine's Confessions - Essay Example From this paper it is clear that  the presence of good and evil in the world is obvious, but what are the relations between them? Many experts emphasize the conflict between good and evil. The main statement of St. Augustine is that evil is simply the absence of good. This presumption has a long history. It is a well known fact that St. Augustine was initially a Manichean and became Christian only after he realized the drawbacks of Persian Dualism religion-   Manichaeism. The main idea of this religion lies in the belief in two gods, who represent good and evil. In this religion we can see the struggle between the light and darkness. St. Augustine scrutinized Christianity and rejected Manichaeism. He claimed that in this world there could be only one god, a good one. God and the world that he created are the main aspects of the philosophy of Augustine and the relations between them deserve special attention.  This study stresses that  Augustine argued that the world is the cr eation of God, God does not depend on the world and the world is fully dependent on God. Creating human soul, God initially incorporated in it the striving for happiness as the main goal in a man’s life. That is why a man must use all the abilities of his soul to achieve the happiness. Happiness itself consists in the maximum cognition of God and in this case the human reason becomes the main basis for belief. That is why belief is the foundation and the initial point for cognition.... That is why belief is the foundation and the initial point for cognition. Cognition without the belief is sinful. The supreme form of cognition is divine inspiration given by God to humans, who have strong belief. This God’s wisdom can’t be understood by human reason. God gives inspiration to humans only by his own will. Striving for happiness, a man cognizes good and evil. God represents the good, but the question is what evil comes from as God can’t be the creator of evil. This problem was solved by Augustine: all the evil comes from the material nature. All the evil is a product of material body of humans. The first knowledge of Adam and Eve was the product of their cognition, of their material nature and this was a reason of their Fall. Humans were punished for making a fetish of their materiality, their body and after The Fall of the first people their offspring were doomed to death. â€Å"For other than this, that which really is I knew not; and was, as it were through sharpness of wit, persuaded to assent to foolish deceivers, when they asked me, â€Å"whence is evil?† â€Å"is God bounded by a bodily shape, and has hairs and nails?† â€Å"are they to be esteemed righteous who had many wives at once, and did kill men, and sacrifice living creatures?† (Book II) However, the substance itself and human’s body were created by God and consequently, they could not be the source of evil. Augustine comes to the conclusion that evil does not exist at all. Evil is weakened and corrupted good. Here the philosophy of St. Augustine is based on Platon’s theory about the ideas, which are present in material bodies, but can be corrupted by the

Membership and retention Essay Example | Topics and Well Written Essays - 750 words

Membership and retention - Essay Example The study revealed that there is a disparity between knowledge about basic rights under these union-based laws and that most employees do not understand their legal rights or their rights on termination and dismissal (Omar, Chan & Joned, 2009). At industries in which union membership is already present, this could have much to do with why unions are voted out and why union membership continues to decline. In order to strengthen union membership, in-house literature should be produced by union leadership that defines these rights, in a language that is easily understood by a wide variety of educated and non-educated demographics. By providing this information, those currently in unions would understand how the union actually represents their interests and be less apt to demand union exit from the industrial environment. â€Å"Once unionization occurs, the union’s ability to foster commitment from members and to remain as their bargaining agent depends on how well the union succeeds in providing services that its members want† (Mathis & Jackson, 2005, p.544). It is also possible to improve union membership by auditing the current collective bargaining representatives that handle negotiations for employees. The complex dynamics of collective bargaining requires individuals with psychological knowledge, management training, legal understanding, and conflict resolution skills. If the union is not being represented by competent and qualified individuals, the employees’ needs will likely not be addressed competently and therefore union membership will decline due to bargaining inadequacy. These audits can be conducted by the unions themselves, the corporate management teams, employee assessment teams, or even paid independent auditing contactors specializing in union knowledge and bargaining norms. By illustrating that there is a measurement system in place to gauge competency, and promoting these efforts effectively, more union membership

Evaluation and Case Study of Factors and Implementation of Organization

Evaluation and Case Study of Factors and Implementation of Organization INTRODUCTION Organizational change is a very common idea found among successful companies. In making the business productive it plays a significant role. In the early 1990s due to increased competition in global economy, new technologies, expanding markets results in more rapid change. As a result the management practices had been revived. Normally most people have negative opinion towards change. This is because of their doubts of loosing something. They have the incomplete knowledge of change process and this will affect their job personal life and workload. To overcome these negativity Oliver Recklies gave the idea that management need to keep in mind those negative side-effects of change in order to achieve the expected positive results. All the employees of the organization should participate for the success of project. The process of change is the nonstop implementation of policies and structures to changing external conditions. Change is not the exception but a steady ongoing process. As J ohn Naisbett said that a society in which we are living have been moving from old to the new. And we are still in motion experiencing disorder. The environment of the organization, even socially and politically is always changing. We are always looking for newer and better ways. The globalization and inter-cultural exchange had made us more vulnerable to change than ever before. The organizations need to adopt new technologies and management ideas for betterment. The strategic importance on cost cutting and competitive makes it even more important to be open to change rather to resist it. It is very important to accept the change in any form like functional, structural, operational, or strategic. It is very difficult to define change because every organization has different criteria. Each organization has different challenges. Also each organization has different policies, resources, and culture. The leader of each organization has different aim and objectives. In order to survive in the period of crises each organization should adopt the change without any fear.(Supreet Ahluwalia and Vivek Joshi ,2006) Factors influences change There are different factors which influence organizations change. These factors can be external (technology, Government policies, social pressure, cost of raw material etc) or internal (change leadership, decline in profit, union action etc).in this era of globalization the most commonly seen organizational changes are implementation of new technologies, mergers and downsizing. In todays business environment and within its competitive landscape, change management is managing to ensure the business right across the organization and within each of it individual departments is continually embracing change and reviewing and adjusting within itself to do the best it possibly can, to get to the top, to stay on top. Change Management is a firms capability to implement and maintain changes to its strategy, structure and its people that will result in the firm achieving the business results it seeks. Change management is a method of business improvement for organizations. Figure 1: Phases of change If organization is not in a constant phase of change management and continually assessing and adjusting then business may be at best average within its industry. For some organizations this means they may be going backwards and eventually bankrupt. Only those companies can survive which can adapt to changes. This change management model follows all other change management models and theories. Every organization can be summed up to be a combination of these three elements which includes the structure, the people and the strategy. Any change in any area of an organization will affect at least one or all of these elements. Figure 2: Three elements for change The structure is the systems are process with physical resources that support the strategic objectives of the organization. Change management specialists will review complete and properly structured management operating system (MOS). The people involved in this process are stakeholders, resourced people, and management team. All people involved n this process should be well informed and focused on the right things. They should communicate with each other. Figure 3: people involve in change management The strategy is the method for achieving the target of the organizations existence. Change management strategy provides the road map used for directing organization from where it is now to where you want it to go. The Skill of Change Management Managing change in the workplace while ensuring the operations strategy is on the right path. This can be achieved by the support of people and structure elements towards achieving the organizations corporate strategy. Phases of Change Organizational change involves the fear of loss inherent in this process, and this loss is mostly felt by employees. The Kubler Ross Grief Model addresses the emotional issues associated with change. The four emotional states experienced throughout the change process may be expressed by employees in behaviors that are obstacles to the process of change. This model consists of four stages given below: Denial The first emotional state during change is denial. This is the stage in which employees dont believe this is happening to them. They have certain fears and these fears should be addressed during this phase. This fear can be reduced by taking them in confidence. Fear and mistrust need to be replaced by acceptance. Resistances to change The second emotional state is resistance to the change process. Resistance is natural reaction to change. Eric B. Dent and Susan Galloway Goldberg (1999) discuss their research on the origins of this concept and the prevalent idea that managers must overcome this resistance or are doomed to failure. Kurt Lewin, the mid-twentieth-century social psychologist, introduced the term resistance to change as a systems concept affecting managers and employees equally. As we know that people of any organization are generally resistant to change. According to Scott Jaffe resistance is a stage that ends as individuals begin to separate from the past become more confident of their capability. They play their role by their participation to reduce resistance to change. For example, competition might force a business to organize work around processes to improve operating efficiencies. Functional departments involved in these processes would be combined. Employees might not see a need for this chan ge. The reasons for change must be fully explained so that employees understand why it is necessary to embrace the change. Chew (1990) studied the case of Machinists Mutiny. In his study he revealed that due to poor planning and implementation the change is stopped due to employee resistance. This article also includes expert opinions that organization should adopt so they have better implementation of change Once people are convinced that change is necessary, its time to move forward with implementation and consolidation of change. The response to resistance is very important. Forcing compliance may increase resistance. Those affected by the change probably know a lot about what is required to implement something new, and their input is important to the change process. The degree to which employees will support your new initiatives depends on how many of their recommendations are used. Explorations The third emotional state encountered is exploration. employees will search new roles if they are incapable to stop the changes. In this stage both individual role as well as the group role are defined. it is important that unresolved issues that continue to surface be addressed during this stage. One should be ready for the negative reaction of the employee. Those individuals should be warned at the first sign of falling back to old behaviors. This negative reaction can be changed to the positive if trust can be created among groups. Commitments The final emotional state is commitment to the change initiative. Mutual commitment is established for the change effort. Obstacles have been removed and the focus is on successful implementation of the changes. Models of the change process After years of failed change efforts, researchers are saying that knowledge of the change process is critical. To thrive we need to know successful change during and before the change process. There are five most popular models of the change process(Lewins three-step change model, Kotters eight-step plan, Harriss five-phase model, Fullans change themes set, and Greiners six-phase process).But in this report we will discuss only two of them. Lewins Three-Step Change Model Change involves a sequence of organizational processes that occurs over time. Lewin (1951) suggests this three step process. These steps mostly involve reducing the forces acting to keep the organization in its current condition. Unfreezing Moving Refreezing Figure 4: Three step model Unfreezing: This is the first step which is accomplished by introducing new information that points out failure in the current state. Crises often arouse unfreezing. This crisis can be due to increase in employee, demographic shifts, and an unexpected strike. This is not necessary that during unfreezing crisis always occur. For determining problem creating zones in organizations financial data, climate analysis and enrollment projections can be used. Moving: Once the organization is unfrozen, it can be changed by moving. This step generally involves the change in structure, development of new standards, attitudes, and behaviors. Some changes may be minor and involve a few members. Refreezing The final step is refreezing which involves stabilizing the change. In this step mostly the changes in organizations policy, organizational culture, or modification in organizational structure often accomplishes. Kotters Eight-Step Model John Kotter (1996) of Harvard University developed a more detailed approach for managing change which was based on Lewins three-step change model.the steps involved in this model are given below. Establish a sense of urgency: Unfreeze the organization by creating a convincing reason for change Create the guiding coalition: Create a cross-functional, cross-level group of people with enough power to lead the change. Develop a vision and strategy: Create a vision and strategic plan to guide the change process Communicate the change vision: Create and implement a communication strategy that consistently communicates the new vision and strategic plan Empower broad-based action: Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. Generate short-term wins: Plan for and create short-term wins or improvements. Recognize and reward people who contribute to the wins Consolidate gains and produce: The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. Anchor new approaches in the culture: Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession. Types of Change Change can be categorized into four categories, structural change, cost change, process change, and cultural change. Structural change occurs when there is an alteration to the companys organizational structure. This reorganization may occur due to a merger. For instance, an organization that is intent on increasing its innovation may reorganize its traditional functional structure into a more flexible matrix structure that uses small, self-managed teams. Or, an organization that is expanding into new markets may adopt a divisional structure in which different geographic locations operate nearly independently of one another. Cost changes are those that occur when an organization attempts to reduce costs in order to improve efficiency or performance. Major adjustments may be made to departments to cut costs; reducing budgets, laying off employees in redundant positions, and eliminating nonessential activities may all be a result of cost change. Process changes are implemented to improve efficiency or effectiveness of organizational procedures. This may occur in production settings; there may be changes to how a product is created, assembled, packaged, or shipped. Or, in a service organization, there may be changes to the procedures used to accomplish work; new computer systems may create the need to change how paperwork is completed, or a new manager may modify the process used to handle customer complaints. Cultural changes are the least tangible of all the types of change, but they can be the most difficult. An organizations culture is its shared set of assumptions, values, and beliefs. A prototypical culture is the very bureaucratic, top-down style in which stability and standard processes are valued. When such an organization tries to adopt a more participative, involved style, this requires a shift in many organizational activities. Primarily, manager-employee relations are altered with a change in culture. IMPLEMENTING CHANGE Management must take a number of steps for the proper implementation of change. The first step in implementing change involves people of higher management and executives. For instance, in an organization new computer system is to be installed in all its areas. Then they major personal are not only top management but also lower-level managers who supervise the employees for the use of the new technology. A different set of key people would be involved in a cost-cutting change. If the company is reducing its operating budget in a specific division, the managers of that division and also human resources personnel should be involved. The human resource department is involved if there is change to personnel policies or in which demotions, transfers. After key personnel have been identified and properly involved, the second step in implementing change is to develop a plan for effective transformation. The plan should help to define the responsibilities of the key people involved. Also set short-term and long-term objectives for the changes. Because change can be unpredictable, the plan should also be flexible enough to accommodate new occurrences. The third step in implementing change is to support the plan. This involves the management. This key step involves facilitating employees to accept the change. The organization should provide the basic support to the employees like training, reward system etc. if organization does not provide this kind of support there are chance for the failure of the plan Change process is the final step of booming change implementation. Communicating with the employee about the change and its importance will be very helpful through out the process. As we know that change can create fear in employees and to relax them increased communication can help a lot. Managers should carefully listen to all their question and their advises to overcome their fear. Creating opportunities for employee feedback, such as holding meetings or having an open-door management policy may facilitate change more successfully. (Wendy H. Mason ,2003) Abrahamson (2000) gave the view of Change without Pain. The main theme in this article was change must take place, but change does not always have to be disturbing to the organization. The author believes companies should intersperse major change initiatives among carefully paced periods of smaller, organic change, using processes. The author calls this tinkering and kludging. By placing small changes between large changes, companies can manage change through dynamic stability. Dynamic stability is a process of continual but relatively small change efforts that involve the reconfiguration of existing practices and business models rather than create new ones The goal of dynamic stability is to create a change which can be sustained long term, not just in the short term. To achieve dynamic stability the big and small changes must be done at the right time, at the right pace and the organization must tinker and kludge. Tinkering is taking a current process and making small changes to it . This is done at a low cost to the company and the results are often very quick. Kludging, on the other hand, is tinkering but on a larger scale. Kludging looks at outside resources for improved parts or processes and looks at the unused resources within the company. Many companies do not realize they have resources not being used because the processes using the resources are to slow to fully utilize the capacity of the resource. CASE STUDY This case study was based on a company called Trail Manufacturing which produces cable crane components. This study was done by Chew(1990).The company was a mid-sized company set up to run high volume jobs on manual equipment. But with todays economy and competition, Trail determined the best money was in low volume jobs. The President of Trail decided to bring in new technology to replace the old machines. He researched the new machines and decided to bring in eight flexible manufacturing cells which would replace twenty-eight old six-spindle screw machines. Since this was new technology and training would be needed a plan was laid out to set up teams, one for each cell, and the company would phase in the new machines. Each team would be trained and then they would construct and run their own cell. Once one cell was on-line a new cell team would start up until all eight cells were on-line. The first five teams went through the process fine, but at team six the company had a problem. Team six consisted of men who had been at the company many years. The team went to the president and told him they refused to switch over to the new machines. They felt the old machines were running fine and the new machines did not show the expected improvements, so they wanted to continue working on three six-spindle screw machines. At this point the president had to determine if he wanted to keep going with the project or alter it to keep some of the old machines. Some management personnel felt that if the new cells were going to work, a clean break had to be made from the old machines. Others felt that since the productivity gains were not being seen yet by the new cells, the possibility of keeping the old machines for a short time might be a good idea. The case ends without a decision being made by the company. Four experts in operations management give their opinions on the situation. Only one out of the four said the company should continue on with the original plan and if t he members of team six leave the company then it is the price to be paid for progress. The other three are quick to point out the president made a wrong assumption in the planning. He assumed that by bringing in new technology productivity would improve. This is a wrong assumption because technology is only as good as the company and how the company works. One of the experts points out truly understanding how the whole system plays together, and not just implementing the latest technique, means bridging the gap between the emotional and the technical. The president did not see that by bringing in new technology it would change the culture of the shop floor. Men who had years of experience on the old machines and were in seniority would be at the same level or lower than the younger more computer literate employees. This would be a big culture change for the employees. Most of the experts suggested slowing down the remainder of the cell startups and specifically addressing the concer ns of the men on team six. If team sixs concerns are not addressed there could be more problems with the rest of the teams. This article showed a good picture of how a company has to go about major changes, especially ones affecting the culture of the company. The expert opinions enhanced the article and I would highly recommend this article because it is an example of a case that is played out in companies all over. CONCLUSION Today change is the necessary of survival and a way of carrying out your business. Every Organization or firms should under go change with the passage of time otherwise will survive. This change along its success also brings fear of employees to come out of their comfort zones to uncomfortable zone.this leads to resistance to change. How effectively and efficiently the top management and leadership within the organization address these issues and how well are they prepare to handle the resistance will decide the faith of the organization and its success in implementing change. The importance of good communication system and the role it plays in make change process smooth and less painful can not be undermined. RECOMMENDATIONS Following are some recommendations. Managers should improve their interpersonal and communication skills so that they could help their staff overcome the pains associated with change. Tell people the truth and give as much information as you can. Keep giving information as soon as possible. Give them time to digest the news. Give them time to vent there might be anger because this is normal reaction. Listen to staff and their concerns dont interrupt them so they can reduce their fear. REFRENCES Abrahamson, E. (2000). Change Without Pain. Harvard Business Review, 75-79. Chew, W. (1990). The Case of the Machinists Mutiny. Harvard Business Review, 4-8.) Dent, Eric B., and Susan Galloway Goldberg. Challenging Resistance to Change.' Journal of Applied Behavioral Science (March 1999): 25. Kotter, J. P. (1996). Leading change. Cambridge, MA: Harvard Business School Press Lewin, K. (1951). Field theory in social science. New York, NY: Harper Row. Oliver Recklies Managing Change Definition und Phases in Change Processes www.themanager.org/strategy/change_phases.htm. (accessed on 12 of November) Supreet Ahluwalia and Vivek Joshi (2008)managing Change in an Organization. http://www.indianmba.com/Faculty_Column/FC707/fc707.html (accessed on 13 of November) Wendy H. Mason (2003) ManagingChangewww.referenceforbusiness.com (accessed on 12 of November)

Essay --

Friendship is the best thing among humans, but sometimes it can be used in a wrong way that could betray someone. In the play Julius Caesar by William Shakespeare, friendship is not what it appears to be. It is easy to manipulate friendship with trickery. Cassius, Brutus, and all the other conspirators knew that they could use this to their benefit. The conspirators used friendship to blind Caesar from what was real happening. It was not friendship that was the cause of Caesar demise, but it was dishonesty. Also they used flattery along with other manipulation to get rid of any thoughts of distrust that Caesar may have had about their honesty. These are the ways one to gain someone’s trust. Friendship can be a wonderful part of life, but if it is not true friendship in which people are open and honest with each other, then it can turn into a very bad thing, sometimes even death. This friendship would soon be lost into disloyalty with Caesar’s assassination. Even though Caesar murdered by Brutus and Cassius, friendship still was a strong subject because it hided conspirator’s real pu...