Planned Change Interventions And Human Process Interventions Management Essay

Planned Change Interventions And Human Process Interventions Management Essay Today, the OD field has grown increasingly strong over the past decade. Today, most authors define the term Intervention of organization development as planned aimed to help increasing organizational effectiveness (Worley Cummings, 2009; Frend Bell, 1990). According Swanson (, 2001, p.99) Intervention processes focuses on improving communication, problem solving, decision making and leadership. Besides that, he also found that intervention refers to a set of planned activities intended to help organization increase its effectiveness (Swanson, 2001, p.99). According to Worley Cummings (2009 ) there are four types of Interventions used in OD today , there are : Human process, Techno structural, Human Resources management and Strategic. Organisation Development of change is affected through individual, groups and organization. 1.1 Human process Interventions : According to Worley Cummings (2009, p. 156 ) Human process intervention derive mainly from the disciplines of psychology and social psychology and the applied fields of groups dynamic and human relations. Follow the theory of human process, DeSimone and Werner (2009 ,p. 498 ) defined that Human process- based interventions are directed at improving interpersonal, intragroup and intergroup relation . Human process includes the following numerous of step such as: Process consultation, third -party interventions, team building, organization confrontation meeting, intergroup relations interventions and large group intervention. OD programs focused more on interpersonal dynamics and social relation. The purpose of the change is to make the company achieve the full potential of productivity and profitability, to be able to solve its own problems. According to Neumann, Kellner, Shepherd (1997) human process interventions focus on improving communication, interaction and leadership, gain the skills and understanding to identify, resolve conflicts and solve problem through process consultation and Third- party intervention. Human Process Interventions also following team building interventions through helps the development of organizational success. Including team building knowledge to solve problems in the organization, team building help team members feel less pressure, devise solution to problem. Team buildings also need to trust and support members in order to help members more creative ideas to help complete the groups task, increase understanding, improvement and increased ability about interpersonal behavior. 1.2 Techno structural : On the other hand, Techno structural forced on organizations technology, structural, task method, and the work design in the organisation. Technological changes have been designed to make products or services more efficiently. This intervention aims to achieve a more appropriate structure and cost effective organization and address issues such as group activities, structural design, downsizing and reengineering. According to Jones, Heijden Bono (2008, p. 161) techno- structural usually consider a common platform when bringing about the required techno structural change. Human Process Interventions also on the payroll reduction through understanding of the organizations strategy such as reduce the incidence of costs through the organization by reducing costs, reducing the size and design of organizations, layoffs. And it also through reengineering intervention in order to have result in faster, more responsive task performance and control work process more effectively (Worley Cummings, 2009). Techno- Structural Changes also need to re-thinking and re-design of business processes to achieve performance. 1.3 Human resources Management and Strategic: As further analysis, the human resources Management and Strategic focus on integrated human resource practices and how they can be used to integrate the employees of both organizations. Human Resources Management used to develop support and help people in organisation (Worley Cummings ,2009). These practices include career planning, performance management, reward systems, job assignment, recruitment and retention, goal setting relate to dealing with human resource. According to Jones, Heijden Bono (2008, p.166) Strategic interventions in change situations tend to address the relationship between an organization and its environment. Intervention strategies of integration issues and implement strategic plans to achieve cross-organizational development through the encouragement of participation and it also issues across traditional strategic planning. Besides that, Intervention strategies of integrations bring about a fit between business strategies analysis, culture, and the larger environment. Hence, integrated Strategic change intervention and trans-organisational development intervention will work towards integrated strategic planning, action and tactical operations and in solving problems together to make this acquisition successful. 2: Implementing Change: 2.1. Approach to change: Approaches to Change is the process of introduces change management through the process help people understand their role of the change agent at individual and organisational levels. Approaches to change can affect behaviour to making happen at work and on organisational performance through influence processes, behaviour and interpersonal relationship. The four approaches are defined ( Harris,2006 ) as developmental transition, Task- focused transitions, Charismatic transformations and Turnarounds. All style of change applied for single leadership styles depend on the scale of change. By developmental transitions: used to growing market, product innovation and emphasis on market leader culture individual development, team skills. They point to changes in the organization continually aligning and adjusting itself to move in its environment. Their goals are voluntary commitment to shared vision of continuous improvement which the primary style of management is consultative ( Stace Dunphy , 2001 ). By task- focused transitions: they refer to have a strong direction for the top level of autonomous units in the implementation ( Harris,2006). According to Baker McKenzie (2009, p. 381 ) they refer to change in which there is a directive style of leadership at the top, with a more consultative approach lower down in the organisation. Their goals are try to conform to redefined job performance systems and beside that strength of this approach are clear focus on tasks- related issue, clear communication, clear roles, relentless approach to change ( Stace Dunphy , 2001 ). By charismatic transformation: they refer to the need radical change by charismatic leadership style and consultation management style who able to engage and minds of employees in new direction. By Turnarounds: refer to used of markets environment changes dramatically is now aligned with external environment ( Stace Dunphy , 2001 ).These are applicable to situation where a disjuncture exists between the organisation and its environment but there is little support be employees for the need for change and little time to engage them in a participative change style( Baker McKenzie, 2009, p. 381 ). In this situation, their goals are comply with radically redefined culture, goals and performance standards with need for a directive/coercive change style. 2.2 Type of leadership: a : Coaches: Leadership training describes a specific type of intervention that can be done strategic with individuals, groups or organization ( Orem, Binkert et al, 2007 ). According to Lee ( 2003 , p. 151) Leadership coaching has become a key to success to both individuals and organisations. Leadership coaching aims to promote progress by providing focus and awareness to help those who are trained to achieve fuller potential. For leadership coaching to be effective, there must be use of personal power and expertise and use role of modelling. This means that individuals who are coached to feel ensure that exchange with coach will be kept confidential and will not affect their jobs or their status in the organization. Leadership coaching should be regarded as an iterative process that people can evaluate the behaviour in their life, they have adjusted until they feel that it right. When done properly, leadership coaching is very active and contributes to the creativity and innovation in organiza tions. b : Captain: Captain leadership though process of directed interaction around main changes. Using the power of manager positions and strategies from top management. Captain leadership are also through communication and cultural renewal. Its aim to get staff behaviour in line with vision and use line managers for communication. Cultural renewal through retraining uses rational strategy and constant adjusting behaviour to match changing strategy ( Stace Dunphy , 2001). c. Charismatic: Most charismatic leader can get others to understand the vision or their goals through the use of symbolic interactive and use of personal charisma that people can understand. Charismatic note communication aim to get emotional commitment to the vision .Cultural renewal is radically different culture and values and creating participation with new role models. ( Stace Dunphy , 2001). d. Commander: Commander leadership behaviour is across the board directive action, use of personal power and sanction, beside that also infusion of new role modelling. Communication: its aim to get across organisation is in crisis, use of formal, authoritative communication. Cultural renewal used power coercive strategy, radical challenge to existing values and culture, and reforming new culture. ( Stace Dunphy , 2001). 3. Implementing Change Today, employees and manager can think about the develop way to improve the organisation cultural change, organisation design; built to changebut let these ideas are put into action. According to Daft (2010, p.433) Implementation is the most crucial part of the change process, but it is also the most difficult. Change strategies to understand and implement the activities of the organization, how to function in its environment, what the advantages and disadvantages are and how it will be affected by changes to them to plan the implementation of effective. This topic now will explain and analysis some of the key change strategies from thinking to frameworks for action, with what we will change and why we will change need to change to the how manager change it. From a study of implementing change currently, I have identified two general approaches to change strategies, which are cultural change and organisation design. Change is frequently disruptive and uncomfortable for manager as wel l as employees (Daft, 2010,p. 433). 3.1 Cultural change : According to Weiner Ronch (p.24 ) Implementing culture change involve moving an organization to some desires future state. A CEO or manager noticed a problem in the culture of an organization. This is a culture change towards the most ordinary way, from the top. First, force on the culture change is the diversity of todays workforce ( Daft, 2010,p. 431). His analysed that diversity is a fact of life for organizations today, and many are implementing new training, mentoring, methods, and diversity recruiting programs, new benefits respond a work force more diverse. However, if the basic culture of an organization that has not changed, all other efforts to support diversity will fail. However, culture change can be particularly difficult because it challengers peoples core values and established ways of thinking and doing things (Daft, 2010, p. 431). Hence, leadership from the top is the next turned to matching the strategy of culture change with the organizations top-down management style and it also driving cultural change. Cultural change is difficult but nevertheless it can still be achieved (Robbins, 1998 ). Miller (1998) showed that changing the culture of an organization requires strong motivation and a careful strategy because cultural change could cause disastrous results, including the collapse of the organization. Implementing successful cultural change is a big challenge, including time and effort. But, if the successful cultural change, organizations should look for innovation and ready to face with the challenges in the future. 3.2: Organisation design: Strategy implementation change involves the use of organizational design, the process of organizational design will allow an organization to improve employee satisfaction, customer satisfaction, and financial performance also improved as a competitive. In order for an organization that has successfully created the best choice is the design hierarchy, integration, control, and powers. The design organization is a business capability to identify changes in market and competitive adaptation. Benefits of strategic organizational design is to ensure correct information to put the right people at the right time, besides it also offers financial and performance monitoring strategies of the organization. Without a supporting culture, even the safety procedures are the best design will fail. But with the right combination between organizational change dynamics and strategies for change, the whole initiative will be a best service. 4: Institutionalisation of Planned Change: What the term Institutionalisation of planned change The term Institutionalisation of planned change is the processes that are designed to fix the changes in place so that the change becomes normal and people do not go back to their old ways (Worley Cummings ,2009 ). An institutionalisation is an important concept in process improvement if designed to fix changes in organisation. When referring to the common goal and generic practice descriptions, institutional means that the process is ingrained in how the work is done and is committed and consistent to make this process. Institutionalisation processes are likely to be retained and maintaining them of the organizations functioning for during a long time and stress. However, the implementation of this process may also need to change to ensure that it remains effective and reach their performances tasks. According to Kurtz (1999 , p.211 ) Institutionalization process of building the capacities of persons, institutions, communities, organizations and even nations to reflect a set of pr eferred visions, values, policies, principles and practices. Other author defined that The institutionalization processes are critical since they link directly with institutionalization outcomes, regardless of the change (Jacobs, p.184 ). 4.2 Institutionalization Process: Socialization: Socialization is the process of complex interactions the transmission of information about ideas and belief systems, institutions, norms, values with respect to the intervention and explains social life. For the better understand, according to Edles Appelrouth (2008, p.354 ) Socialization refers to the process by which individuals come to regard specific norms as binding. It necessarily involves a community in order to change program of organization. Socialization also seen as induction of new member to help bring new member onboard and allows participants to reaffirm belief systems, institutions, norms, values (Worley Cummings, 2009). Hence, through socialization, members can develop a sense and personal awareness and capacity for independent thought and action. Commitment : According to (Worley Cummings, 2009, p.206) Commitment should allow people to select the necessary behavors freely, explicitly and publicly . Throughout the pursuit of change, commitment should derive at all level of organisation and intervention includes initial commitment to the program as well as recommitment over time. Hence, manager should make it a top priority to prove their commitment to the transformation process. Reward allocation: This involves linking rewards to the new behaviours required by an intervention. (Worley Cummings, 2009, p.207 ). Reward management system can serve to attract potential candidates, retain valuable employees, motivate employees and support organizations in achieving human resources, organizational goals and get the competitive advantage. According to Stewart Donleavy ( 1995) identified reward allocation based on three aspects there are: Equity, Equality and Need. Equity and Equality is importance means of reward allocation, all individuals have rewarded equally, fairness and need to be seen to be equitable by employees. The third of reward allocation is need. In this term, can understand that the individuals focus on reward to reach the level of need, which mean that the greater the need, the higher the reward (Stewart Donleavy, 1995 ). Diffusion : The process of transferring interventions is from one system to the other systems. Facilitate the diffusion of intelligence institutions a wider base of organizations supporting new behaviors. Sending and calibration: This process through using feedback and provide information, desired intervention behaviours and talking correct action ( Worley Cummings, 2009). The organization is planning to facilitate organizational change to improve the performance of the organization and to achieve their goals and objectives more effectively through feedback, provide information to ensure that behaviours are in line with intervention. 5.0: Conclusion: In this report, based on research from a lot of author and based on their idea, we deeply understanding about planned change of organisation. The aim of change is planning and organizational changes related to the organization of work processes, develop the skills of staff in the change process .In order to successful, organizations need to improve the performance of the change plan. The most importance factor of organization need to change are culture change and organization design. Culture change and organization design are interrelationship with behaviours and share value. Changes need to be clear analysis of the current situation of the surveyed organizations about the structure, finance, staff skills, strengths and weaknesses must be listed and planning for change.

Reevaluating Union Trade Responses

Since the 1980†³s academia and professionals alike have been picking at the bones of discussion regarding the ‘decline† of Trade Unions, their strategies of ‘survival† and issuing prescriptions as to the most suitable form Trade Unionism can take in order to modernise, compromise and indeed to qualify for a role within the ‘new† workplace. Within this plethora of discussion much is made of placing relevant unions into suitable and identifiable criteria, whether it be the AEEU and it†s ‘Enterprise† unionism or UNISON†s ‘Managerial† unionism. Although these criteria may be suitable within a fixed period or in order to understand a particular situation, the argument remains that they are static and do not necessarily reflect the many forms that unionism can take. Indeed much of the criteria presented is regarding the union as an organisation, as a business even, and in this way does not account the most important factor, that of a Union†s members and the branches within which they interact. Membership and the Collective voice is the foundation of Trade Unionism, it will therefore be argued that faced with a ‘New† Industrial Relations Trade Unions, in this country, have illustrated an uncoordinated approach and have merely tested solutions, moving gradually back to the membership in order to consolidate their position. Naturally there will be those unions who will stay with a tried and tested formula , however with the impending ‘Fairness at Work† legislation unions will be given space to engage their membership rather than attempting to engage managers in attempts at recognition. The reevaluation of union strategies will involve a critical analysis of both set criteria, prescriptions of moderation and a reconsideration of militancy . The argument will thus draw parts of certain ‘criteria† and aim towards methods whereby engagement and resistance may coexist effectively enabling effective ‘partnership† with effective ‘representation† through the education and strong organisation of union members. The term ‘New Industrial Relations† encompasses the change in the workplace, managerial trends, Trade Union strategies and the backdrop against which the play commences and adapts. This backdrop consists of historical, economic and social factors which have influenced industrial relations as it now exists. Much is documented about the gradual transformation of roles that occurred during the 1980†³s and certainly in the 1990†³s; The legislative onslaught upon the Trade Unions, by the Conservative Government, effecting both their financial and organisational strength. The backing and encouragement of the growth of big business, by the Conservative Government, in order to counteract the rise of unemployment and to replace the decline in such traditional areas such as manufacturing. The rise in unemployment effected a fragmentation on the workforce and ended the notion of ‘a job for life†, replacing the full time, dominantly male, workforce was the part time, temporary and the rise of the female workforce, itself transforming society and family roles. As can be seen through this chain of events the traditional base of trade unionism had disintegrated, hailing criticism that trade unionism is no longer relevant to this new workplace, criticisms that were supplemented by a falling membership and a weakened bargaining base. In extension and, to some extent, response to this business and managerial trends were being heavily influenced by both the presence of and the success of international companies who were utilising new management techniques. The two main trends that will be briefly discussed, in regards to their effect on Trade Union renewal, are that of Japanisation and Human Resource Management primarily through the work culture they wish to produce rather than their distinct workplace structures. It is to be noted, in regards to these two trends (which themselves have overlapping features), that two academic criteria have arisen in direct response and with distinct and reflective attributes, these two response criteria are Enterprise Unionism and Managerial Unionism . Enterprise Unionism can be best described in conjunction with the Japanisation of British Industry. Japanisation occurred not only through the presence of Japanese companies in Britain (Hitachi, Nissan etc.) but also through British business† observations of the success if Japanese Business, therefore the matter is twofold with Japanese businesses applying their business culture to their British subsidiaries and British business ‘borrowing† the better parts of Japanisation for themselves. The main aims of Japanese practices is best described by White and Trevor (1983) in that they aim to create: † a stable workforce with a high level of commitment to the company: extremely cooperative in accepting change, extremely unwilling to enter into strikes or any other forms of conflict, and generally putting the company†s interests level with or even ahead of it†s own. The outcome is a high and rising level of productivity, and an altogether easier climate in which management can plan for changes in products and processes† Dedication to the company and its ideals goes one step further when applied to the workplace and the presence of a trade union. The most obvious outcome is that the very existence of a trade union, and in deed it†s historical connotations, points towards an adversarial situation and a separation of ideals and goals. In order to counteract this fragmented relationship ‘Japanisation† also endorses the case for the single union deal. The very notion of the single union deal explains the terminology applied to those unions who seek them, for in order to get the deal one must put forward the best business case. The context and result of this situation is typified by the case of the EETPU and Hitachi, this union deal (being the first of many) can be said to have heightened the debate regarding the direction of Trade Unions and also bringing into question: â€Å"..many of the core concerns of trade unions, including the sanctity of traditional territorial boundaries between one union†s membership constituency and anothers, the extent to which unions should pursue their objectives via a consensual or a conflictual relationship with management, and to the degree to which, in contemporary work settings, unions can influence the ground rules of the union-management relationship, or are subject to managerial definitions of the basis upon which those relationships will operate.† This active approach to single union deals gives rise to the aforementioned case case-putting, more candidly described as the ‘ ‘beauty contest'† These contests, as illustrated by the EETPU deal, can result in no strike deals , pendulum arbitration and the creation of Employee Board. Employee Boards may or may not include union reps and indeed their very existence has led to some critics to argue that such agreements ‘bind unions through institutional subordination to company councils† (Ogasawara and Stewart, 1992) . This obvious circumvention of traditional representative channels and the active promotion of employer friendly unionism could entail the union become a mere rubber stamp or an empty shell, and is itself an argument for internal organisation to build internal strength before these deals are even considered. A further criticism of this approach can be drawn from two AEU deals with Nissan and Toyota whereby recognition, via a single union agreement, was given before recruitment took place, taking potential memberships choice out of the equation and leaving no real alternative in regards to union response. Justifiably the EETPU and the AEU are the epitome of Enterprise Unionism, their subsequent merger and their steady gain of membership perhaps promote their tactics. These tactics, however, give rise to the questions as to whether numbers are more important than effective representation, admittedly the larger the union, the louder its voice, however when this voice is muted by employer dictated deals the situation does require a reconsideration of a union†s aims and objectives. If business Unionism is placed at the far right of the union response spectrum, then the Managerial Union can be placed in the middle due to it†s response to the individualisation of the contract and work experience by Human Resource Management (HRM) HRM can be seen as focusing upon the individual at work, with an emphasis on flexibility, training and pay and rewards, emphasising a rhetoric of joint aims between the Employer and Employee. It is the main strand of this rhetoric, individualisation, that can be seen as the most active in the modern workforce. In response to this individualisation and the decline of collective bargaining that the rise of the managerial servicing relationship can be seen: â€Å"We†¦need to see our members as our customers. As sophisticated users of services, people will make choices depending on what impresses them about a particular company or product and what is in it for them. They have become used to high standards and have expectations based on those standards. It is in this framework of customer choice, that unions increasingly have to stake their claim to recruitment. We need to reassess what people really want from a union and what will make them join.† This trend towards consumerism is often coupled with a reorganisation of union structure to encompass a servicing relationship in regards to the new workforce. This structural change can be seen in both the GMB, MSF†s and UNISON†s structures that promote representative channels for women, young people, ethnic minorities and disabled workers . These channels are themselves serviced by Full Time Officers. A structural description of a servicing relationship is given by Bob Carter and Gavin Poynter (fig.1). Within this structure it is clearer to see how this form of unionism could facilitate a partnership at work, it†s reliance on full time officers allows for a direct filtering down of National Policy and can circumvent the actions of any ‘unattractive† activism, which is further weakened by a reliance on the union for advice. This is an integral approach on behalf of unions, such as UNISON, who ‘increasingly came to advance the concept of a well- disciplined, politically sensitive and well-coordinated approach to†¦trade unionism† (Terry, 1996) . Terry goes further stating that COHSE and NUPE ‘were concerned that the new union would become an ‘activist union†, with the risks that activists might become detached from the members.† This reliance on servicing to circumvent activism has caused the worry of inactivity at branch level and the rise of ‘passive consumerism†, recruitment is not being paired with strong organisation at branch level. This idea of creating an active branch is illustrated by the TGWU past and present campaigns , which further illustrate the problems of a servicing relationship and the possibilities of a future of self-organising unionism, an approach that UNISON itself has recently approached on with it†s ‘Beactive† Campaign. This response can also be seen as an indication that mere moderancy and partnership do not necessarily reap much reward in regards to members. With an emphasis on Organising and therefore transforming the relationship from â€Å"what can the union do for me?† towards a more proactive ‘What can we do for our union?† , unions can only nurture such a relationship through the realisation that the antagonistic relationship between worker and employee is a continual matter that needs to be addressed in collective strength: â€Å"The policy question for unions would thus appear to be how to adapt collective organization to meet new circumstances rather than how to replace it with passive consumerism† (Kelly and Waddington 1995)    Kelly illustrates this argument with evidence regarding the falling success rate of unions in regards to recognition cases, the marginalising of Stewards and most interestingly the view of the strike being beneficial in terms other than those directly involved. Kelly argues that strikes retain and in some cases recruit members through the illustration of a Union†s strength and commitment to the Collective with the prospect of a heightening of the ideology of conflictual interests among this Collective. The most important part of Kelly†s argument is it†s acceptance and recognition of external constraints, namely the managerial and economic trends outlined previously ,in recognition of these constraints it would be necessary to add to Kelly†s theory the need for effective training and education of lay officials in the responses to these techniques in order to achieve the pragmatism that Kelly prescribes. Resistance to any new Employer technique can be seen as a natural response to anything ‘new† however Trade Unions need to ensure that lay officials are able to recognise benefits and pitfalls and approach likewise. A National Policy of Servicing and Partnership do not translate well at workplace level causing alienation of activists and poor responses as can be seen by the TGWU experience at Volvo in the 1990†³s, the insight to which is provided by one of Volvo†s Swedish Managers: â€Å"When I moved here in December 1990 the problem we had was not so much the people as the way the way they were used to working, especially on the union side†¦.the problem we had with the union was that they did not have enough information or knowledge needed to bring out their point of view. It is important that when dealing with a system you have to have a strong union with strong people who work well and believe in what they do†¦..it takes a long time and that is what has happened here†¦That is a result of history, because they have not trusted the manager and they are not used to doing things themselves and taking responsibility for change† (Swedish Production Director, Workington) The cycle of this achievement can be formualised as: issueg organisationg educationg unityg action . Moderate Unionism ignores the potential of issues to unite it†s membership, the servicing model may recognise the issues but does not give the issue to the member to understand and merely prescribes a National Policy, Enterprise Unionism has no real strength behind any action to place upon an issue. It is these weaknesses which beg the return to the Traditions of Militancy with a ‘new† informed attitude. There is no indication that Trade Unions are about to go the ‘way of the dinosaurs† however they could well seal the fate bestowed upon them by Basset and Cave ( that of a mere provider of services). This fate can only be provided by recognising that traditional antagonisms still exist and recruit and organise around this while still engaging the realisation that parts of the New Industrial Relations are beneficial to workers. Moderation in Unions is not effective as a National Policy, indeed not even realistic, whereas the empowerment of members through democratic structures within the Union will build a strong organisation which can recognise and compromise with managerial trends on its own terms could well hold them in good stead. It is within this context that renewal, rather than replacement, can be viewed. The future context of these arguments will make interesting viewing namely the impending ‘Fairness at Work† legislation and the Trade Union recruitment of Young Workers, in order to contract the demographic change occurring within it†s membership, whether Trade Unions will achieve a cultural change which will nurture a new generation of activists could well determine the future of the role of Trade Unions and depends very much on the Unions ability to Acheve rather than receive members. Reevaluating Union Trade Responses The following report shall analyse the importance of the implementation of the marketing philosophy and shall highlight the importance off this idea to be shared by all functions within the company including top management, finance, production right down to the customer service representatives. The report will also attempt to measure the degree and success of such an implementation with respect to the Ford Motor Co. Henry Ford started his working life as an engineer for the Edison Lighting Company Detroit, in 1884. Ford by chance, came across a science journal written by Nicholas Otto, a German engineer who was developing the internal combustion engine. Ford became very interested, some say infatuated, and he decided to build his own. In the Following years Ford have become the worlds second largest car manufacturer in the world. Until recent years the Ford Motor Co have famously used the production concept. An example of this is when â€Å"Henry Fords whole business philosophy was to protect the production of the Model T so that its costs could be reduced and in turn more people could afford it. He once joked you can have it in any colour as long as it was black.†(Kotler, 1996) Since falling behind the Japanese manufacturers in customer focus and service terms, Ford have quickly changed their focus and concept and are attempting to implement an all pervading marketing philosophy in order to â€Å"win back the confidence of consumers†. â€Å"Marketing must now pervade a business† entire operation to win the confidence of consumers†. (Jane Simms, Marketing Nov 23, 2000) â€Å"The marketing concept provides a single prescription for running a business successfully. The consumer must be recognised and accepted as the focal point for all business activities and knowledge of consumer needs and wants should be a starting point for all major business decisions†. (Raymond and Barkinsale, corporate strategic planning and corporate marketing, Business Horizons, Vol 32, no3, 1989). These definitions clearly indicate the pivotal role that a marketing philosophy and consumer focus play in the success of an organisation, if properly shared by all functions. â€Å"The marketing philosophy can be expressed as the means of operating within an organizational philosophy, the philosophy will be regarded as the medium which governs all organizational life†. (Robert E. Morgan, Management decision, 1996). This quote signifies how marketing can exist and operate as a company†s whole business philosophy. An example of a company who has begun to implement the marketing philosophy throughout all functions with considerable success is Ford Motor Co. After falling sales revenue due to focusing on production and finance orientations, Ford decided to become a market-oriented organisation. â€Å"The market oriented firm is one which successfully applies the marketing concept. The term â€Å"market oriented† is preferred to â€Å"marketing oriented† as this highlights the organisational wide application†. (Sonny Nwanko, Journal of consumer marketing, Vol 12, Nov 1995). Fords Application of the Marketing philosophy Ford is zeroing in on the consumer and is currently in the first year of a five-year revitalisation plan to get back to basics and rebuild relationships with customers through the organization wide marketing philosophy. According to Fords General marketing manager Daryl Hazel â€Å"our aim is to transform Ford from a solid performer as an automotive manufacturer to a superior performer as a customer focused company†. Ford realise that their success in this proposed change: â€Å"Depends on the degree of implementation of the marketing concept throughout the company†. (Bernard, 1987) Ford is just one company who realise that the marketing must not be confined to the marketing department but must be organisational wide pervading all functions. Ford has used marketing for many years in the form of advertising and public relations. Now Ford are using the marketing discipline throughout the organisation they are achieving far better results. However, many companies struggle in implementing this concept due to a lack of understanding. â€Å"Much of the confusion over the years in defining marketing and understanding the marketing concept results from a failure to make these three distinctions between marketing as a culture, as a strategy and as a tactic† (Webster, 1992) This quote is referring to the error that many companies make that marketing is simply just advertising and selling rather than identifying the needs and wants of their customers and satisfying these desires through marketing information and strategies. Ford have attempted to combat such errors by hiring more marketing people who understand these concepts and are able to clearly outline the company†s marketing objectives in order for all staff to understand these objectives, and in turn create satisfied customers. In order to satisfy these customers Ford must truly understand the psychological and social factors, which determines the customers† action. â€Å"Market orientation is the organisation wide generation of market intelligence pertaining to current and future customer needs, dissemination of the intelligence across departments an organisation wide responsiveness to it†. (Kohli and Jaworski 1990) This highlights that in order to maximise the relationship with a customer through marketing, a strong intelligence system must be developed to understand the current expectancy level of the customers. To enable Ford to gain this information they conducted a market research survey of existing customers and discovered that after sales service was of paramount importance to their customers. Ford then devised and implemented a new customer service department, providing solutions and care to their customers. This came in the form of Ford Business Solutions allowing one point of contact for the customer without them being shunted around between departments looking for the appropriate member of staff to deal with their problem. This allowed relationships between the company and customer to flourish. By significantly differentiating themselves from their competitors Ford have created outstanding value for their customers and also in turn they will find it easier to quickly anticipate their customers forthcoming needs due to the better understanding of the customer. This clearly illustrates the marketing philosophy permeating through the company and adheres to the following definition. â€Å"Placing a major emphasis on the analysis of the target markets needs and wants, and delivering the desired satisfaction more efficiently and effectively than competitors†. (Kotler 1996). The next step in the marketing objectives outlined by Ford was to assign brand managers to each product line. The main reason for this was to enable them to clearly understand the target market that a particular product line was aimed at, and in turn improve effectiveness and develop this consumer orientation accordingly. â€Å"The necessity for firms to identify the basic customer needs and wants and define their product accordingly†(Levitt, 1960). This idea has been clearly illustrated in the tactics employed by the brand managers of Ford. The customers who buy different products require different features and benefits from them and the brand managers at Ford must try to understand this and differentiate their product from similar products offered by competitors. An example of this within Ford is what added extras now come as standard with the product due to the customers needs and expectations escalating. Air conditioning, air bags, power steering and A.B.S. are features, which would have been paid for as extras only a few years ago, are now however appearing on the standard model of most of the Ford cars. This indicates that the brand managers, manufacturing team and the product development staff are effectively utilizing the marketing concept. â€Å"We have had some very innovative ideas and campaigns as a result of having people focus on a particular market†. (Hazel, Marketing manager Ford). The production and design team were also educated in the marketing concept to ensure this newly adopted marketing philosophy reached all functions of the business. By introducing the production and design team to strategies such as market research they were able to understand the customer they were designing and building the product for. Through this research it was discovered that the customer no longer wanted the box shaped cars which the majority of car manufacturers were producing, but the consumers were beginning to desire a more aero dynamic look. Ford was able to react extremely quickly to this by releasing models such as the Ford KA and the Ford Focus. Older models such as the Ford Fiesta were rejuvenated and also giving a new aero dynamic shape. â€Å"This promotes a more pragmatic assessment of the market place – one which is likely to reveal the customer as being at the heart of the organisations strategy process – a partner of the organisation†. (Nwanko, 1995). â€Å"A truly high profile customer oriented organisation will, for example define its product in customer specific terms†. (Nwanko, 1995). Ford achieved this through the launch of a customer magazine. The Ford magazine plays a pivotal role in the development of customer loyalty and prospecting programme to cement and improve Fords position as the United Kingdoms number one car manufacturer. The marketing philosophy is the major focus within the magazine; this is highlighted in a study using 40 focus groups concentrating on the target audiences and to create a reader empathy with a major feature on â€Å"Why I love my Ford† a photojournalism essay rare in such customer magazines. This allows Ford to build strong relationships with the customers. Ford has also understood that measuring the satisfaction of the customers is a key element in the marketing philosophy. Therefore in addition to the thoughts on the product survey they have introduced a satisfaction and service experience survey. Studies are done as early as 90 days and as long as four years after the initial purchase. This definitely implies that Ford are beginning to successfully implement and understand the importance of this concept and how all departments have a part to play. Ford brand sales and service satisfaction continues to improve every month and so far in 2002, both measures are indicating an all time high. This would clearly indicate that there is a certain degree of success with the introduction of the marketing philosophy and highlights the importance of it being shared by all functions in customer terms. Internal and third party measures of satisfaction provided by Ford credit and Hertz are also tracked. The customer in the provider contract category in a 2001 consumer financing study rated Ford credit highest. Internal satisfaction studies showed 84 percent of customers who finance or lease with Ford credit were completely or very satisfied and 90 percent would recommend Ford credit to friends and family members. With the introduction of such ventures throughout the organisation it would appear Ford have a high degree of implementation of the marketing philosophy through all functions within the organisation. â€Å"The marketing philosophy focuses directly on three key issues of customer orientation, integrated effort and profit direction†. (McGee and Spiro, 1998) This quote highlights the three key aspects of the marketing philosophy and it would appear that Ford have adhered to this basic framework, although it is imperative that Ford do not rest on their laurels and must continue to develop this philosophy to maintain market share or achieve potential growth. The aim must be to move to the next level of connecting with customers, and how they can introduce the new products they are launching to them. One key tactic, which would allow Ford to do this would be to attempt through marketing communications to latch onto a few small differences between their own products and the products offered by competitors and advertise these differences heavily. Managers at Ford must also continue to be aware of the crucial role that market research can play in the company achieving this customer orientation. The role of market research in a customer orientation context is of extreme importance. It is imperative that Ford continue to constantly conduct market research in order to identify new and existing customers and their needs, help to set performance indicators, and in monitoring the companies† performance progress and finally to gain the information to help with the successful introduction of any changes. Such a process would ensure the continued development of the marketing philosophy through the organisation. If Ford can do this they will continue to be successful in the implementation of the marketing philosophy. â€Å"Research indicates that companies which focus on boosting loyalty among customers and staff will reap the long term benefits†. (Donkin, 1997) Ford must also understand that to achieve this the top level management must be focused on the marketing orientation. â€Å"The pursuit of customer driven goals requires, first and foremost, a customer oriented attitude on the part of the organisations top leaders and customer driven organisational systems†. (Felton, 1959) Therefore top management must be aware that to effectively implement this marketers should be leading cross functional teams to ensure this pan company marketing works as these marketers would ensure the following was properly managed: â€Å"Customer focused techniques such as total customer experience and customer relationship management and correctly measuring every part of the organisation was evaluated against what it has contributed to these factors†. (Simms, 2000). â€Å"Strategic customer orientation management presents a new opportunity for organisations and should be regarded as a positive and competitive marketing tool. A way forward is for managers to pay serious attention to the internal dynamics of the organisation: systems and structure, which were supportive of, and well attained to an overall culture of customer orientation† (Nwanko, 1995) Ford are a company who seem to have understood this idea and set up a structure which allows support for all functions of the organisation to optimise the results of the customer orientation and hopefully gain new customers through this and retain existing customers in order to expand the business. It is clear that Ford have had considerable success due to implementing the marketing philosophy throughout all internal functions of the organisation functions, however they must continue to develop this using the recommendations previously made. Constant monitoring of customers and their needs and wants in conjunction with analysing the actions of competitors is imperative for Ford to maintain or grow their market share .If Ford can do this they will have achieved their ambition of transforming from a solid performer as an automotive manufacturer to a superior performer as a customer focused company.

Comparison of Ophelia characters in Hamlet and Child of God Essay

The play, Hamlet, by Shakespeare and the novel, Child of God, by Lolita Files tells of Ophelia l character that displays similar base behaviors. In both Hamlet and Child of God, the two Ophelias are static one-dimensional characters who are both victims of their circumstances. However, the Ophelia in Hamlet meet a tragic end while the Ophelia in Child of God is able to have a positive ending. In short, Files’ Ophelia became the tragic heroine that Shakespeare’s did not. The significant and most important similarity between the characters of Ophelia in Hamlet and Child of God is that both are a static-one dimensional character. These characters do not change throughout the play or novel and continued to be predictable. They act like robots that do not exercise an aggressive control over their own lives and effect any purposeful independent personal change in their environment. They are weak-willed, soft, fragile, tender beings whose main function and purpose in life is to be dominated and used by other more aggressive, strong characters surrounding them. File’s Ophelia is said to be, â€Å"naive about the world and the people in it† and Shakespeare’s Ophelia is described by Hamlet as â€Å"frailty, thy name is woman† (Files 65; Shakespeare & Hapgood 116). Ophelia in Child of God is used by his brother for his selfish, passionate desires while the Ophelia in Hamlet is used by her father and brother to be a spy against the man she loves, Hamlet. Files’ Ophelia put up a little but unconvincing resistance to his brother’s advances (â€Å"but I’m your sister†) perhaps because her situation is more delicate while Shakespeare’s Ophelia readily obeyed without question (Files 68). It is said that Files’ Ophelia â€Å"loved her brother†¦and would have done anything to make him happy† (Files 68). Moreover, the two characters in both stories are both predictable creatures that one could easily predict to either fall when circumstances are bad or triumph when circumstances are good or in their favor. Sure enough Shakespeare’s Ophelia became a madwoman when circumstances turn from bad to worse, as first, she is betrayed by her lover, Hamlet, who tells her â€Å"I love you not†, and then second her father is murdered by Hamlet himself (Shakespeare &Hapgood 182). Files’ Ophelia, on the other hand, also almost went crazy when her child dies in the fire after Lay left her, and would surely have gone crazy if her mother did not make the initiative to turn her life around by sending her to college in another State. Such behaviors show both Ophelias’ incapability to direct their own destiny in spite of their circumstances. One reason is that they seem to be women who have no opinion of their own. In Hamlet, Ophelia did not defend Hamlet against her father but willingly submits to their plans even though it may hurt the man she loves. Some scholars who made an analysis of her character accused her, that because of her willingness to be used against him, she therefore does not really love Hamlet (Madariaga 41). However, it is obvious that this Ophelia cannot make up her mind, as suggested by her reply â€Å"I do not know, my lord, what I should think†(Shakespeare & Hapgood 127). Similarly, the seemingly innocent Ophelia in Child of God who ironically loves to read books that could have imparted her knowledge from which to forge her own opinions is easily convinced by her own brother to have sexual relationship with him. Both authors therefore, presents two Ophelia’s who emulate and illustrate the dangers of the celebrated frailty , naivety and tenderness of feminity for it, in fact, exposes women to domination and hence, to becoming victims of circumstances. On the other hand, one of the major differences that a reader can observe is that Ophelia in Child of God had an incestuous love affair with his brother Lay while the Ophelia in Hamlet, who also has a close relationship with his brother, did not. It appears that the major difference lies in the brothers themselves. Lay is generally a wicked, selfish man (as attested later by destroying his own brother’s life to drugs). His childhood is greatly influenced by his aunt Sukie who is also a wicked, selfish woman. His love and concern for Ophelia, therefore, is driven more by his passionate lust and using persuasive words (â€Å"I thought you said you loved me†), convinces her to enter into an incestuous love affair with him. He later left her pregnant and drive her away from his life when Ophelia establishes contact with him (Files 68). On the other hand, the Ophelia in Hamlet has a brother, Laertes, who genuinely loves her. He thinks Hamlet is just going to destroy her virginal innocence (â€Å"your chaste treasure open, to his unmaster’d importunity†) and therefore warns her (Shakespeare & Hapgood 124). File’s Ophelia recognizes that it is sin to have incestuous affair with his brother but she speaks with little conviction (â€Å"what happen between us ain’t normal†, and when Lay asks her who said it she replied, â€Å"it just ain’t†) indicating that she was not as interested to the moral implications of her actions (Files 69). What is important for her is that her brother loves her and he wants her. Many people present this kind of argument when confronted with their sinful or questionable actions. As long as their needs are met they do not care so much what the law or others say. Interestingly, the people who are capable of this kind of lifestyle are those who are less pricked by conscience. Nowhere in the book in the Child of God can one see that Ophelia struggles with guilt over her incestuous affair with Lay. When she was almost overcome with madness, it was not because of guilt but because her child (the one she sired with her brother) is burned to death. On the other hand, one would wonder what would have happen to Shakespeare’s Ophelia if Laertes had made physical advances to her like what Lay did to his sister. It is quite possible that she would be gone crazy or mad also. The reason is that she seemed to be endowed with a higher degree of conscience, arising from a nurtured family loyalty, than the Ophelia in Child of God is although looking at both their lives in entirety it seems that they do not â€Å"struggle much with moral choices or alternatives† (Shakespeare et. l. 78 ). It is apparent in Hamlet that the madness of Shakespeare’s Ophelia’s is caused by the grief over her father’s death ,nevertheless, judging from the events surrounding her father’s death( like Hamlet’s insult over her betrayal and the possible likelihood that she thinks Hamlet killed her father in revenge) it could be that it is in fact the culmination of all the guilty feelings she harbors inside as she cries out, â€Å"O! Woe is me, to have seen what I have seen, what I see† (Shakespeare & Hapgood 185). The authors therefore do show that the relationships that both developed with their brothers is largely influenced by the behavior of their brother themselves although one cannot discount the role of the degree of moral conscience in these two characters. Shakespeare’s Ophelia is more inclined to be pricked by conscience (therefore more likely to avoid it) than File’s Ophelia is. Another significant difference is that File’s Ophelia became a tragic heroine that Shakespeare’s Ophelia did not. It can be noted that these two fragile maidens encounters and are caught up in a tragic family drama. However, the life of File’s Ophelia’s can be said to be more tragic (and cursed with sin) than that of Shakespeare’s Ophelia for her bloodline is tainted with family murders, family hatred, gender biases (homosexuality) and incest and therefore more prone to failure and bitter end. On the other hand, the Ophelia in Hamlet can be said to have only a tragic incident in the murder of her father by her lover Hamlet. Weighing these two backgrounds, one therefore can conclude, that Shakespeare’s Ophelia had a more chance to experience a triumphant life. Unfortunately, the opposite is true. Shakespeare’s Ophelia became crazy and suspected to commit suicide while File’s Ophelia overcome her tragic past. Their different endings are actually caused by the respective lack or abundance of support that they get from others. As mentioned earlier, both of these Ophelia do not take initiative for their destinies. Therefore, the key to their triumph relies heavily on the people surrounding them. The Ophelia of Hamlet both lost her father and Hamlet and with her caring brother far in Paris, Ophelia is put in a most distressing state( â€Å" driven into desperate terms†, as Laertes put it) , struggling with her sorrow and grief alone which eventually caused her madness( Shakespeare & Hapgood 244). File’s Ophelia on the other hand, in spite of the murder, hatred and incest surrounding her life, nevertheless, has a very supportive family. Her parents protect her from possible harm, she is sent to school by an equally supportive family friend and at least she has one brother, Polo, who cares so much about her and is with her in her new life as a student. Then later she met a man who loves her and accepted her for who she is. Without being very straightforward about it therefore, the two authors implicitly illustrate the value and importance of support towards fragile weak characters in attaining their triumph over the adversities of their lives. As a conclusion, even though the Ophelia’s of Hamlet and Child of God displays and possesses the same weak, naive personality and tender feminine qualities that is subject to domination and exploitation they are, however, destined to have different endings. The reasons are due mainly to their ability or the lack of it to be influenced by conscience as well as to their respective differences in getting support from others.

History of Synesthesia Essay examples - 1781 Words

History of Synethesia July 11,2006 History of Synesthesia Synesthesia has been known to medicine for almost three hundred years. After interest peaked between 1860 and 1930, it was forgotten, because psychology and neurology were premature sciences. Psychological theory was full with associations, and concepts of nervous tissue were insignificant. Subjective experience, such as synesthesia, was believed not a proper subject for scientific study.(pg3) Synesthesias history is interesting but also important if we are to understand its neurological basis, because the word was used to describe diverse phenomena in different eras. Central to the initial approach in 1980 was a sharp separation of synesthesia as a sensual perception†¦show more content†¦There is an important clue in his famous dictum, stop thinking! that relates to one of synesthesias implications in reversing the roles of reason and emotion. Kandinsky grasped that creativity is an experience, not an abstract idea, and that a mind that incessantly analyzes what is there impedes that experience. (Kandinskys 1910 adjuration was, lend your ears to music, open your eyes to painting, and . . . stop thinking! Just ask yourself whether the work has enabled you to walk about into a hitherto unknown world. If the answer is yes, what more do you want?) People were intrigued with the notion that synesthesia seemed to have a direct link to the unconscious. With time, however, attention turned to objective behavior that could be quantified or measured by machines. Humans became subjects, the individual was abandoned, and the mind temporarily became a black box. Mechanistic explanations have been plentiful throughout synesthesias history. The notion of crossed wires turns up repeatedly. 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Just as we share ideas and knowledge with the world, so the world sharesRead MoreEccentric Abstraction By Eva Hesse1730 Words   |  7 Pageslittle of erotic overtones, but a waving of minimalist geometric shapes with expressionist gesture. ï ¼ »4ï ¼ ½Contrasting from Kandinsky’s watercolour on paper â€Å"Watercolour No. 6† (1911) rather than using the regular geometrical shapes to express his synesthesia beliefs, Hesse uses shape and lines allied with organic form in relating to the human body. Hesse uses of geometric repetitions in her work also moves a distance away from the uncompromising structures of other minimalist abstract artist. Such as