Understanding Change

PART ONE Understanding change Perspectives on change The ethics of organizational change Planned change and its critics Strategic change Building and developing competitive advantage 3 39 73 11 1 147 CHAPTER 1 Perspectives on change 1. 1 Introduction 1. 2 Perspectives on change 1. 2. 1 Modernity, progress, and change 1. 2. 2 Pathways to change 1. 3 Structural-functional change: changing structures and functions 1. 3. 1 An organization is a complex whole 1. 3. 2 Structural theory 1. Multiple constituencies: change by negotiation 1. 4. 1 Stakeholder interests 1. 5 Organizational Development: the humanistic approach to change 1. 5. 1 Intervention strategies at the individual level 1. 5. 2 Intervention strategies at the group level 1. 5. 3 Intervention strategies at the organizational level 1. 6 Creativity and Volition: a Critical Theory of Change 1. 6. 1 Conflict, flux, and change 1. 6. 2 People are active agents 1. 6. 3 The critique of the spectator view of knowledge 1. Summary Study q uestions Exercises Further reading References 4 6 6 7 8 13 16 18 20 22 24 24 25 28 28 29 30 33 35 35 36 36 4 UNDERSTANDING CHANGE 1. 1 Introduction This chapter lays the framework for this book by arguing that organizational change is developed within models and frameworks that inform our understanding of the subject. In this chapter we will learn that knowledge and practice of organizational change are influenced by assumptions derived from the models or perspectives we use.For example, if we regard change as a matter of systemic structural arrangements we can make in an organization, then we can see how the analogy of organism or biological system helps to inform our judgements. Because perspectives offer ways of seeing, they will inevitably organize our perception in line with the dominant analogy used. However, analogies are only partial knowledge claims. Four perspectives on change are cited in this chapter: why four perspectives in particular?The answer to that question is str aightforward but you need to understand at this point that a perspective is an overarching approach that contains a variety of theories that have become associated with it. You will see why these are the dominant perspectives once you have read the remainder of this section. First, the structural-functional perspective is the oldest approach to organizational design and therefore change. Like each perspective, it contains a variety of theories that attempted to resolve some of its difficulties as it developed.These theories include the hard systems, systems dynamics, cybernetics, soft systems, criticalsystems heuristics, and postmodern systems thinking (Jackson, 2003). The structuralfunctional perspective encourages us to think about structural arrangements and functional interrelationships within organizations. The development of the opensystems model in the 1950s assisted our understanding further by focusing on how inputs to an organization are transformed into outputs. This is u seful for thinking about how we might change tasks and relationships in a production process.The value of the structural-functional perspective lies in its ability to change the arrangement of tasks and procedures in relation to the customer or client specification. The advantage of the perspective lies in its ability to look at an organization as a control mechanism: that is, to understand the important structural components and to articulate the functional interrelationships between the parts. Inevitably, structural redesign will therefore influence the functions that each part produces for the whole. But the perspective has disadvantages also.Because it is a model for controlling operations, it is therefore mechanistic. It tends to ignore how motivations, behaviours, attitudes, and values contribute to effective performance. The multiple constituencies perspective emerged from dissatisfaction with the structural-functional perspective. Although it was initially associated with th e work of Cyert and March (1963), it increasingly came to adopt a range of theories associated with the action and motives of individual actors rather than with the action of systems per se.The multiple constituencies perspective refers to the way that complex organizations have to negotiate objectives with different groups of stakeholders who have overlapping and often conflicting needs. When we consider hospitals, health PERSPECTIVES ON CHANGE trusts, postal services, public bodies, local government, and transnational companies, then we come to recognize that the organization’s needs are inextricably linked to various stakeholder groups. This affects how resources are managed and distributed, as well as how change might be facilitated to maximize efficiency and effectiveness.An investigation of how multiple constituencies bring their own interests and motivations into the organizational arena will help us to provide an informed approach to managing change by recognizing the various resource needs of different groups. We can recognize the advantage of this perspective in drawing attention to the various stakeholder needs but we can also recognize that it is limited to a partial analysis. It is less concerned with developing people. It also has a limited view of power. Consequently this reduces organizational change to consensual negotiation between pluralities of groups.Those academics and practitioners that adopt the Organizational Development perspective would share much with the two previous perspectives because it embraces both a systems approach and a focus on stakeholders and governance. However, it is distinguished by its methodology of action research as much as it is by its ethical approach to developing organizations through people. For the first time we begin to see people as resources to be developed rather than as simply costs on a balance sheet. This perspective emerged from the human relations approach, which focused on personal and grou p development.However, unlike the two previous perspectives, it argues that maximum efficiency and effectiveness cannot be achieved by dealing with tasks, procedures, and customers’ or clients’ needs without looking at the quality of management, leadership, communication, culture, motivation, and values. Because the Organizational Development (OD) perspective on change emerged out of human resource theory, it became a synthesis of structural functionalism and behavioural research. The two main contributions of this approach are the focus on social characteristics and ts methodology dedicated to a humanistic approach to change and development. OD is also associated with the idea of planned change and the need to clearly diagnose clients’ needs before making an intervention. These provide major advantages in thinking about change but they are also partial and limited to conceptualizing change as a matter of consensus, as does each perspective mentioned so far. The final perspective—Creativity and Volition: a Critical Theory of Change— reflects the challenges and assumptions of Critical Theory.It cannot be regarded as a unified perspective, as the others can, because it does not seek to offer solutions to change problems. But it does go further than any of the other perspectives in demonstrating that people, rather than systems, are the main element of analysis in any change theory. Each of the other perspectives tends to reify human action. By contrast, this perspective seeks to redress the balance by arguing that people are active agents of change. It also brings another important element under scrutiny.That is, each of the other perspectives focuses on rational change. This has implications for designing and planning change as a linear sequence of events. However, if change programmes ignore emergent processes that result more from conflict, flux, and uncertainty than from consensus and stability, then intervention strategies will have a limited and often 5 6 UNDERSTANDING CHANGE unintended effect. Because this perspective is derived from Critical Theory we should not assume that it is immune to criticism. The main criticism is that it does not offer solutions.It does not provide useful intervention strategies. It does, however, make us stop and think before we act. You should now be clear that each perspective contains a range of theories that share assumptions, methods, and approaches. These can be stated simply as: 1. A focus on systems and structures (the structural-functional perspective). 2. A focus on governance (the multiple constituencies perspective). 3. A focus on behavioural improvement through personal and Organizational Development (the OD perspective). 4.A focus on constant critique (Creativity and Volition: a Critical Theory of Change). A simple reminder of the focus is: systems, governance, behaviour, and critique. The argument throughout the book is that to manage change you need to un derstand these interweaving debates. In this chapter we will: †¢ Explain the benefits and limitations of change contained within the structural-functional perspective. †¢ Examine how a multiple constituencies perspective provides arguments for involving stakeholders in complex change initiatives. Explore the value of human resource and organization development interventions as well as their limitations in planned change initiatives. †¢ Appreciate why organizational change may be characterized better by conflict, flux, and uncertainty. †¢ Consider the source of creativity. †¢ Appreciate the role of Critical Theory in understanding organizational change. 1. 2 Perspectives on change 1. 2. 1 Modernity, progress, and change It is important to contextualize the four perspectives of this chapter by illustrating that each emerged from, or in reaction to, the process of modernism.The term ‘modernism’ was originally used to describe the new machine age of the early twentieth century, which reflected progress through the application of scientific principles, order, and control. Scientific principles emerged from the pursuit of rationality embedded in the philosophy of the Enlightenment. The twentieth century was influenced PERSPECTIVES ON CHANGE by progressive movements in art and architecture, but the new age was eventually associated with negative qualities that, paradoxically, were linked to its greatest triumph—the machine age.The new machine age was characterized by large-scale movements, revolutions, and world wars which all proclaimed progress through the application of machine technology or through the metaphor of the machine as the embodiment of efficiency and effectiveness. This was no more apparent than in business and management, where modernity reflected the task of controlling large-scale organizations. Techniques or processes such as bureaucracy, Taylorism, and Fordism came to reflect the new managerialism of th e machine age in which the principles of measurement and calculation came to dominate thinking.This emphasis on rational calculation had advantages in the form of mass production of cheap goods but, to achieve this, the human cogs in the machine were alienated by a technology that largely ignored social practices. You should therefore be aware that the structural-functional perspective emerged at the time when modernism suggested progress through the application of rational principles. It should be no surprise, then, that it tended to focus on task and throughput by using the metaphor of organism as machine. The perspective referred to as multiple constituencies emerged in the 1960s.It was the first to challenge the naive rationalism of the structural-functional perspective by arguing that an organization is not equivalent to a biological entity and that therefore the organic model was not appropriate to organizations. An organization was better conceived as a ‘legal fictionâ €™ (Shafritz and Ott, 1991). This had the advantage of persuading us that progress is simply a result of social processes and that all organizations are no more than devices to achieve certain objectives. The perspective helped to establish the idea of change through governance.Organizational Development has been the main tradition of organizational change and has much to recommend it, such as a declared humanistic commitment to change. It has also developed useful techniques and methods, but its use of the biological model limits its critique. The perspective we call ‘Creativity and Volition: a Critical Theory of Change’ is united only by its objection to modernism. It therefore provides a useful counterbalance to the other perspectives by offering criticism of the conventional wisdom. But it also suggests that human volition and creativity are a long way from the modernist assumptions of progress. 1. 2. 2 Pathways to change Each perspective contains theories that lead to a change intervention. The phrase ‘change intervention’ refers to change actions taken at a strategic level to help an organization become more effective. A perspective can therefore be regarded as a model for understanding how a subject can be understood. Advocates of a perspective develop theories to inform their views and they construct methodologies to test the accuracy of their various theories within a perspective. However, each perspective is open to criticism precisely because it contains assumptions about organizational reality.Each is therefore valuable as a framework 8 UNDERSTANDING CHANGE Figure 1. 1 Pathways to change STRUCTURAL-FUNCTIONAL CHANGE Change occurs for dysfunctional reasons when internal functions fail or when structures do not reflect the rational design of the best system INTERVENTIONS focus on the alignment of functional relationships and the structural re-design of the system to accommodate changing external environmental conditions MULTIPLE CONSTITUENCIES Change is a negotiated order and organizations are arenas in which internal groups and external stakeholders seek to exert influenceINTERVENTIONS focus on contractual relationships. A distinction is made between a formal contract and an informal or psychological contract ORGANIZATIONAL DEVELOPMENT Change is planned once needs are diagnosed INTERVENTIONS focus on both personal and Organizational Development and change CREATIVITY, VOLITION AND CRITICAL THEORY Change results from conflict not consensus INTERVENTIONS are replaced by critical analysis for change, but in the interest of validity we need to be cautious about the claims to certainty that each makes.We would be wise, therefore, to view these perspectives as pathways to understand organizational change. We can take the analogy further and suggest that each perspective represents a pathway through a minefield of conceptual difficulties. Each perspective is illustrated in Figure 1. 1. 1. 3 Structural-fun ctional change: changing structures and functions Structural-functional change is the oldest perspective on organizational change. This perspective is also known as structural-functional analysis. It is effectively a social-systems PERSPECTIVES ON CHANGE iew of organizations as opposed to the mechanistic or closed-systems perspective of physics. Henry Fayol was one of the first writers to make the link between structure and function. In his 1916 book General and Industrial Management, he describes the relationship between organizations and biology in terms of an analogy. Thus he points out that, just as organisms evolve and become more sophisticated in their structural properties, so do organizations. We can see why the organic analogy is important to organizations when we consider Fayol’s description of specialization and differentiation.For example, [s]pecialization belongs to the natural order; it is observable in the animal world, where the more highly developed the creat ure the more highly differentiated its organs; it is observable in human societies where the more important the body corporate the closer its relationship between structure and function. As a society grows, so new organs develop destined to replace the single one performing all functions in the primitive state. (Fayol, 1916: 19) 9 Thus, as organizations grow and develop, they become much more complex and require new types of structure.In order to deal with this complexity, work has to be simplified through the division of labour. Some years later, structural-functional analysis viewed the study of organizations as the analysis of both structural and functional interrelationships between elements in an organizational system. Structural-functional analysis of an organization begins with the assumption that organizations are cooperative systems. Whilst they are constituted by individuals, this is less relevant than the fact that they are systems designed to coordinate the actions of in dividuals. They are better viewed, therefore, as adaptive organisms.This means that any organizational system ‘is deemed to have basic needs†¦ related to self-maintenance†¦ and†¦ self-defence’ (Selznick, 1948: 26). Selznick suggests that organizations, as systems, maintain themselves by means of five essential imperatives, described as follows: 1. The security of the organization as a whole in relation to social forces in its environment. This imperative requires continuous attention to the possibilities of encroachment and to the forestalling of threatened aggressions or deleterious (though perhaps unintended) consequences of the actions of others. 2.The stability of the lines of authority and communication. One of the persistent reference points of administrative decision is the weighing of consequences for the continued capacity of leadership to control and to have access to the personnel or ranks. 3. The stability of informal relations within the orga nization. Ties of sentiment and self-interest are evolved as unacknowledged but effective mechanisms for adjustment of individuals and subgroups to the conditions of life within the organization. These ties represent a cementing of relationships which sustains the formal 10 UNDERSTANDING CHANGE uthority in day-to-day operations and widens opportunities for effective communication. ‘Consequently, attempts to â€Å"upset† the informal structure†¦ will normally be met with considerable resistance. ’ 4. The continuity of policy and of the sources of its determination. For each level within the organization, and for the organization as a whole, it is necessary that there be a sense that action taken in the light of a given policy will not be placed in continuous jeopardy. Arbitrary or unpredictable changes in policy undermine the significance of (and therefore the attention to) day-to-day action by injecting a note of caprice.At the same time, the organization wi ll seek stable roots (or firm statutory authority, or popular mandate) so that a sense of the permanency and legitimacy of its acts will be achieved. 5. A homogeneity of outlook with respect to the meaning and role of the organization. To minimize disaffection requires a unity derived from a common understanding of what the character of the organization is meant to be. When this homogeneity breaks down, as in situations of internal conflict over basic issues, the continued existence of the organization is endangered.On the other hand, one of the signs of a ‘healthy’ organization is the ability to orient new members effectively and readily slough off those who cannot be adapted to the established outlook. (Selznick, 1948) These imperatives are the mechanisms of a stable ‘organic’ system that is applied by analogy to an organization. One particularly relevant assumption of this analogy, and indeed of structural functionalism in general, is that of compulsion. There is little room for individuals to exercise imagination because organizations are viewed as constraining mechanisms that compel people to act in a particular way.When viewed through a structural-functional frame, organizational analysis proceeds by following three basic assumptions, as indicated below. 1. Organizations are cooperative systems with adaptive social structures, made up of interacting individuals, subgroups, and formal and informal relationships. 2. Organizations contain variable aspects, such as goals, which are linked to needs and self-defence mechanisms. 3. Organizations are determined by constraints and characterized by transformations when adjustments to needs are required.Such adjustments are required to deal with dysfunctions caused by instability in the operating environment. The biological sciences were seen as rescuing social science from the laws of traditional Newtonian physics, which saw everything as a closed system (Katz and Kahn, 1966: 16). Consequ ently, the emergence of the open-systems model, which was influenced by von Bertalanffy’s ‘general system theory’, enables us to view organizations as continuous flows of inputs, transformations, and outputs beyond their own boundaries. In 1966 Katz and Kahn articulated the concept of an organization as anPERSPECTIVES ON CHANGE open system. This was reinforced by Thompson’s systems contingency perspective in 1967. What emerged was an idea of an organizational system as an artificial rational construction designed to improve work performance. Unlike the closed systems of physical sciences, social (and biological) systems depend on, and interact with, their external environments. For Katz and Kahn, the main difficulty in proactively managing strategic change results from the fact that organizations have in-built protective devices to maintain stability. Changing these patterns is very difficult.Unintended change often occurs when organizations drift from the ir original aims. As Katz and Kahn indicate: [t]he major misconception is the failure to recognize fully that the organization is continually dependent upon inputs from the environment and that the inflow of materials and human energy is not a constant. The fact that organizations have built-in protective devices to maintain stability and that they are notoriously difficult to change in the direction of some reformer’s desires should not obscure the realities of the dynamic interrelationships of any social structure with its social and natural environment.The very efforts of the organization to maintain a constant external environment produce changes in organizational structure. The reaction to changed inputs to mute their possible revolutionary implications also results in changes. (Katz and Kahn, 1966: 278) 1 1 The open-systems model expresses the relationship between the elements as indicated by Figure 1. 2. Figure 1. 2 The open-systems model of Katz and Kahn ENVIRONMENT T ask Technology INPUTS Human, financial information, materials Management OUTPUTS Products and services Structure People 12 UNDERSTANDING CHANGEThe organization has inputs that are then transformed through a variety of management functions. These are designed to achieve the best possible organizational design by coordinating the task, through the use of technology by people who are structured or organized in a way that is both efficient and effective. x Stop and think 1. 1 Identify an organization and illustrate its inputs, outputs, and transformational processes. Provide details on how the internal processes are managed and controlled. Following Katz and Kahn, the open-systems model contains eight characteristics: 1.Importing energy from the external environment. Thus, just as the biological cell receives oxygen from the bloodstream or the body takes in oxygen from the air and food from the external world, the organization draws energy from other institutions. 2. Throughput is a phr ase used in many organizations, meaning that, as open systems, organizations transform the energy available to them. Just as the body converts starch and sugar into heat and action, an organization takes raw inputs such as materials and people and transforms them by producing products or services.Katz and Kahn suggest that, just as the personality converts chemical and electrical forms of stimulation into sensory qualities, and information into thought patterns, so the organization creates a new product, or processes materials, or trains people, or provides a service. 3. Output is essentially the service or product. Just as the biological organism exports from the lungs physiological products like carbon dioxide that help to maintain plants in the immediate environment, the organization provides customers with an output they value. 4.Systems are cycles of events in which the product is exported into the environment, where it furnishes sources of energy for repetition of the cycle of activities. Thus energy is the exchange of inputs and outputs with the external environment. For example, raw materials and human labour are turned into products and services, which are then marketed for monetary return, which is then used to obtain more raw materials and labour and perpetuates the cycle of activities. 5. Entropy is a process described by Katz and Kahn as ‘a universal law of nature in which all forms of organization move toward disorganization or death’.For example, ‘all complex physical systems move toward simple random distribution of their elements and biological organisms also run down and perish’. Therefore the survival of the organization requires the ‘arrest of the entropic process’. This is overcome because the organization imports more energy from its environment than it expends. In other words, ‘social organizations will seek to improve their survival position and to acquire in their reserves a comfortable marg in of operation’. Organizations do go out of business but they can replenish themselves.As PERSPECTIVES ON CHANGE Katz and Kahn point out, ‘social systems, however, are not anchored in the same physical constancies as biological organisms and so are capable of almost indefinite arresting of the entropic process. Nevertheless the number of organizations which go out of existence every year is large. ’ 6. Information input, negative feedback, and the coding process mean that all inputs are also ‘informative in character and furnish signals to the structure about the environment and about its own functioning in relation to the environment’.Furthermore, the ‘simplest type of information input found in all systems is negative feedback’, which ‘enables the system to correct its deviations from course’. Katz and Kahn see this as analogous to the digestive system, in which selective signals are absorbed or assimilated. Terms like ad aptation and assimilation reflect the biological analogy because an organization responds only to those signals to which it is adapted, and reacts to the information signals to which it is attuned.Katz and Kahn argue that, rather like the selection process in nature, the term coding reflects the selective mechanisms of a system by which incoming materials are either rejected or accepted and translated for the structure. 7. Organizations, like biological systems, are not motionless, so there can never be a true equilibrium. Instead, we must understand that organizations, like organisms, develop a steady state or ‘continuous inflow of energy from the external environment and a continuous export of the products of the system’.The biological analogy is illustrated by the ‘catabolic and anabolic processes of tissue breakdown and restoration within the body’ that ‘preserve a steady state so that the organism from time to time is not the identical organism i t was but a highly similar organism’. Related to this are what they call the ‘homeostatic processes’ for the regulation of body temperature. Thus, as external conditions of humidity and temperature vary, the temperature of the body remains the same because it is regulated by the endocrine glands. The steady state and dynamic homeostasis of organizations are regulated by the organization’s subsystems. . Organizations ‘move in the direction of differentiation and elaboration’. That is, in biological systems genetic change occurs: organisms move from primitive to complex arrangements in order to survive. Similarly, as organizations mature they become increasingly diffuse. Thus they ‘move toward the multiplication and elaboration of roles with greater specialization of function’. 13 1. 3. 1 An organization is a complex whole As Michael Jackson states, ‘a system is a complex whole the functioning of which depends upon its parts a nd the interactions of those parts’ (2003: 3).Broadly speaking, we can think of three types of system: †¢ Natural biological systems. †¢ Social systems, such as families and religious and political institutions, which are socially constructed entities designed to accommodate relationships between people. 14 UNDERSTANDING CHANGE †¢ Artificial or mechanical systems, such as built environments and information systems, which are designed to make improvements to living or work arrangements. One of the advantages of systems theory, as Jackson informs us, is that it is not reductive.That is, it does not seek to reduce complexity by breaking it down into its component parts. Systems theory seeks to understand phenomena as wholes and consequently the term ‘holism’ is sometimes used to illustrate that a system needs to be seen in its entirety. The idea of holism is articulated by Thompson (1967): Approached as a natural system, the complex organization is a set of interdependent parts which together make up a whole because each contribute something and receive something from a whole, which in turn is interdependent with some larger environment.Survival of the system is taken to be the goal, and the parts and their relationships presumably are determined through evolutionary processes. Dysfunctions are conceivable, but it is assumed that an offending part will adjust to produce a net positive contribution or be disengaged, or else the system will degenerate. Central to the natural-systems approach is the concept of homeostasis, or self stabilization, which spontaneously, or naturally, governs the necessary relationships among parts and activities and thereby keeps the system viable in the face of disturbances stemming from the environment. (Thompson, 1967: 283)Systems theory seeks to explain complex interrelationships among organizational elements and external variables by using quantitative techniques. Because they see them as continua lly changing dynamic equilibria, systems theorists therefore view organizations as designed to cope with and manage change. An example of this is Weiner’s model of an organization as an adaptive system. Weiner uses the term ‘cybernetics’ (from the Greek for ‘steersman’) to describe a study of structures and functions of control, and information processing systems in both animals and machines. Thus, such systems are able to regulate themselves.In biological systems this is a natural process, whereas an organization’s systems must be designed. The overly mechanistic approach to viewing artificial systems needs to be balanced against two concerns related to the environment in which the organization exists: 1. Organizations are also social systems: any technical system requires people to operate it. Consequently their needs must be designed into the technical system. 2. Organizations have contingencies. In other words, the technology used by the o rganization, the nature of the industry it operates in, the competences of thePERSPECTIVES ON CHANGE staff who work for it, their motivations and leadership are also important contingencies that affect an organization’s performance. Each concern reflects the view that any change interaction must incorporate these constraints into the design of the new (changed) systems model. For example, if an organization is seen as a social system and not simply a technical system, then we must come to recognize the way in which people have to live, work, and engage in some way with the technical system.For systems designers such as architects and computer programmers it is therefore important to involve the people affected by the system. 15 x Stop and think 1. 2 Think of a technical system that you might redesign if asked to do so by an organization. For example, this might be an IT system, a production system, use of a physical space, or an administrative system. If you do not involve in its design the people who will eventually use the system, what negative outcomes might emerge? The link between organizational systems design and contingency theory illustrates how systems theory developed from a simple biological analogy.Galbraith’s (1973) book made a clear link between the functional components, organizational structures, and contingent circumstances of an organization. For example, Galbraith’s approach invites us to look for: †¢ The type and quality of information required in conditions of certainty or uncertainty. †¢ The degree of interdependence between the various functional components. †¢ Mechanisms that enable organizational adaptation. Table 1. 1 illustrates how information within the system affects an organization’s ability to take action towards change. The degree to which hange can be planned depends upon the amount of reliable information in the system. When the quality of information is high, changes can be planned but are unlikely to be major; when conditions are unpredictable, information is unreliable and the degree of success in any change initiative is low. We can therefore state that the greater the level of uncertainty, the more the organization must make provisional judgements and be ready to change things quickly. Contingency theorists who work within this perspective view organizational change as the degree of control an organization has over circumstances.Thus we can formulate a simple question for this purpose: ‘how wide is the gap between the amounts of information required by this organization at this time? ’ If we take the 2008 world banking crisis as an example, we can illustrate this point. During the month of 16 UNDERSTANDING CHANGE Table 1. 1 Control over circumstances: situations where significant change is inevitable The likelihood of major strategic change is low when: The situation is highly predictable. Traditional roles and procedures guide action. The qua lity of information is high.The likelihood of major strategic change is high when: The situation is not predictable. New procedures are required. The quality of information is low. October 2008, protracted negotiations between President Bush and the US Senate representatives, unhappy with his initial plans, eventually resulted in a rescue package for US banks. This was followed by the British Prime Minister, Gordon Brown, partly nationalizing some UK banks. Members of the G7 countries lowered interest rates around the world at the same time, also attempting to find a coordinated approach to the world economic crisis.The reality was that, at the time, no one could realistically estimate its extent: the information gap was simply too large. No one really knew who owed money to whom; nor did anyone know what impact the banking crisis was likely to have on other sectors of the world economy. Thus, attempting to steer change was impossible because there was insufficient information to ma ke reliable decisions. Although this is an extreme example, many organizations face similar problems to varying degrees. In situations of severe unpredictability caused by lack of information, managing planned change becomes highly problematic.The solution, according to Galbraith, is to find new solutions: The ability of an organization to successfully coordinate its activities by goal setting, hierarchy, and rules depends on the combination of the frequency of exceptions and the capacity of the hierarchy to handle them. As task uncertainty increases, the number of exceptions increases until the hierarchy is overloaded. Then the organization must employ new design strategies. Either it can act in two ways to reduce the amount of information that is processed, or it can act to increase its capacity to handle more information.An organization may choose to develop in both of these ways. (Galbraith, 1973: 312) 1. 3. 2 Structural theory The structures of organizations are considered to b e amenable to change. Organizations are viewed as rational and should be designed to achieve their objectives. The Classical School of Management argued that all organizations should be designed scientifically. The main contributors to the school were Henry Fayol, PERSPECTIVES ON CHANGE Charles Babbage, Daniel McCullum, Frederick Winslow Taylor, and Max Weber. For these writers, organizational efficiency was achieved through the rational design of organizations.The Classical School assumed that there was a best structure for any organization, related to the environment in which the organization operated. The design of an organization was related to specialization and to the division of labour. Specialization is the extent to which highly skilled operations and individuals are required. Because the design of organizations was seen as a purely rational activity, problems or dysfunctions were seen to result from structural imperfections or flaws that could be solved by changing the org anization’s structure.Furthermore, although the Classical School considered that a bureaucratic structure was the best means to achieve efficiency and effectiveness, by the 1950s this view was increasingly challenged. The first challenge emerged with the work of Burns and Stalker (1961), who were interested in the rapidly changing electronics industry in Britain, and in Scotland in particular. Their research revealed that organizations in stable operating environments are heavily dependent on control mechanisms and therefore require mechanistic structures.Conversely, the newer industries based on, or developing, micro-electronic technology required organic structures in order to meet situations that are changing. The message, therefore, was that the rate of organizational change is critical to organizations. Where they have to meet rapidly changing circumstances and conditions, and where technology is critical to their survival, then organic structures need to be designed. Th is would also be true today of the fashion industry, where styles change quickly and competition for change requires organizations to get goods into the high street quickly.In the following year Blau and Scott (1962) argued that organizations have both a formal structure and an informal aspect to them. The formal structure determines the standard rules and regulations: for example, a highly structured organization operating bureaucratic procedures is managed through complex rules, policies, frameworks, and desk instructions. However, they argued that it is impossible to understand how organizations are structured by simply looking at rules and regulations without understanding the informal aspect of the organization.Their argument was heavily influenced by Barnard’s (1938) book, The Functions of the Executive, and suggested that the informal organization reflects unconscious processes. In other words, habits, attitudes, and assumptions of people are critical to performance. T his was clearly an early recognition that change requires more than structural redesign because it suggested that senior managers have to align the structure with what we call today the organization’s culture. The earlier work of Max Weber in the 1920s reflected his concerns with specialization.By the 1960s academics used the word ‘differentiation’ to reflect this but also to indicate how specialization is affected by increasingly complex environments. In relation to organizational change, we can note that the process of differentiation— increased complexity of organization—suggests that diverse forces are responsible for pulling organizations apart. This process of differentiation therefore means that 17 18 UNDERSTANDING CHANGE organizational change is required in order to integrate the organization with its new environment.To put this more succinctly, differentiation requires integration. This particular concern was articulated by Lawrence and Lor sch (1969) in their book, Developing Organizations: diagnosis and action. It also reflects the emphasis on design since change planning is required to deal with uncertainty caused by rapidly changing circumstances. This was reinforced by Davis and Lawrence’s (1977) argument that a matrix organization was required when external change was forced upon organizations. Accordingly, they argue that change in design is therefore determined by three conditions: 1.Outside pressure for dual focus. What they mean by this is that some companies need to focus attention both on complex technical issues and on the unique requirements of the customer; this dual focus requires a matrix structure. 2. Pressures for high information-processing capacity. The second reason to adopt a matrix structure is a requirement for high information-processing capacity among an organization’s members. The failure to construct a matrix organization in such circumstances will lead to information overload . 3. Pressure for shared resources.When organizations are under pressure to achieve economies of scale, they need to find ways of utilizing scarce human resources to meet quality standards. Both systems theory and structural theory share the view that organizations are rational and serve utilitarian purposes. That is, organizations are viewed as a means to achieve efficiency and effectiveness. They do this by identifying clear goals. The structural-functional systems perspective is therefore described as rational because it assumes a relatively simple cause and effect relationship among variables related to functional integration and structural change.As a perspective, it is clear about what it seeks to achieve. Organizational change is relatively straightforward: we either change functional relationships in order to achieve harmony or we change the design of the organization in order to meet the complexity of its environment. 1. 4 Multiple constituencies: change by negotiation In a dvancing a critique of the structural-functional perspective Michael Keeley (1983) argues that it is common to model organizations after biological systems. In most texts organizations are depicted as ‘social actors’ who possess the distinguishing features of living beings such as goals and needs.By contrast, individuals are portrayed as functional ‘members’ filling roles and serving as ‘human resources’ to further the organization’s ends. The organic model is useful mainly for addressing survival needs, PERSPECTIVES ON CHANGE but one difficulty is that it tends to confuse the goals of an organization with the goals of powerful individuals. The structural-functional perspective presents a reified and overrational picture of social systems. By contrast, the multiple constituencies perspective does not assume that organizations exist independently from the people who work for them or interact with them.Multiple constituency theory was firs t outlined by Cyert and March in their book A Behavioural Theory of the Firm (1963), which describes organizations as coalitions of self-interested participants. Organizational goals, they argue, change as a result of bargaining processes because an organization is a dynamic coalition of individuals and groups, all of which have different demands. The perspective focuses on how goals are achieved and whose interests are satisfied and affected by the actions taken in the name of the organization.If we think, therefore, of an organization containing a number of groups and external stakeholders, all of which have differing interests, then we can consider how organizational change affects each different group, or alternatively how each may make demands on an organization to change its strategy. The multiple constituencies perspective focuses on the way in which resources are managed and distributed among organizational members and stakeholders in the interests of governance. 19 x Stop a nd think 1. 3 Imagine that you start a new job as a travel executive and are required to visit overseas destinations six times a year.You chose this job because you were excited by the prospect of overseas travel. As an incentive, employees are permitted to stay in the destination for two days after they have completed their tasks. Consequently executives are motivated to choose an interesting destination. Your organization operates from two different sites in the UK. During your first year of employment you hear rumours that the person who allocates staff to destinations ‘cherry picks’ the best for herself and then for friends or colleagues who work with her at the main site.You begin to realize that the rumours have a ring of truth about them. What do you do? Try to ingratiate yourself with the decision maker by becoming friends? Offer to take on more work if she offers you one or two better destinations? Should you take the issue to her line manager at the risk of be coming unpopular? Or do you accept the situation for what it is and that life is not fair? How do you bargain for change? The multiple constituencies perspective criticizes the structural-functional approach for making it difficult to achieve conceptual clarity about what constitutes organizational effectiveness.For example, Connolly, Conlon, and Deutsch argue that effectiveness statements are evaluative and descriptive. Generally they are not attempts to answer the question ‘how is an entity X performing? ’ but usually ‘how well is entity X performing? ’ and often ‘how much better should entity X perform? ’ The central differentiation among current effectiveness statements is how they specify the evaluation criteria used to define how well the entity is performing or could perform (Connolly, Conlon, and Deutsch, 1980: 211). As a result, the multiple 20UNDERSTANDING CHANGE constituency view treats organizations as systems with differential asse ssments of effectiveness by different constituencies. Although the interests of internal groups (for example, executives, managers, production workers, and so forth) and external stakeholders (for example, clients, shareholders, government regulators, suppliers, and so forth) may overlap, they each have specific interests and priorities or goals they seek to pursue. Each constituency brings its own interests and motivations into the organizational arena.We can therefore consider organizations as webs of fluid interactions between different groups of people whose interests keep changing. The multiple constituencies approach is therefore a means to identify the actions and motivations of people. More importantly, it reflects organizational change as a continuously negotiable order because interests and coalitions change over time. Although the multiple constituencies perspective originated with Cyert and March, it is rooted in the social contract tradition of political and moral argum ent.The idea of contract theory emerged in the seventeenth century with the political theorists Thomas Hobbes, John Locke, and Jean-Jacques Rousseau. In the twentieth century such theories have become the basis for political theorists (as we will see in Chapter 7) and writers concerned with corporate ethics (see Chapter 2). 1. 4. 1 Stakeholder interests Since stakeholders reflect dynamic interests, change agents need to learn how to interact with them. There are various ways of doing this. For example, Mitroff (1983) suggests seven approaches.These are: 1. The imperative approach, which identifies stakeholders who feel strongly about an organization’s proposed policies or actions. This approach requires making a list of as many stakeholders as possible and interacting with them to resolve concerns. 2. The positional approach, which identifies stakeholders who occupy formal positions in a policy-making structure. For example, health trusts, schools, colleges, universities, and charities are required to have boards of governors who must oversee the operations of such organizations.Many boards of governors can be identified from organization charts or legal documents. 3. The reputational approach entails asking various knowledgeable or important people to nominate those they believe to have a stake in the organization. 4. The social participation approach identifies individuals or groups of stakeholders who may have an interest in a policy-related issue for the organization. For example, members of committees, and people who might normally be excluded because they are not so visible, or who do not normally have the opportunity to articulate their views, will be represented. 5.The opinion-leadership approach identifies individuals who have access to leverage of some sort. Examples include informed professionals, commentators, and editors of important newspapers or journals. PERSPECTIVES ON CHANGE 6. The demographic approach identifies stakeholders by charac teristics such as age, sex, race, occupation, religion, place of birth, and level of education. 7. The focal organization approach seeks to identify individuals and organizations that have important relationships with the focal organization. That is, suppliers, employees, customers or clients, allies, competitors, regulators.The multiple constituencies perspective suggests that, prior to any change initiative, change agents should analyse the following issues: †¢ The purposes and motivations of a stakeholder. †¢ The resources of a stakeholder. These will include material, symbolic, and physical resources, as well as informational resources and skills. †¢ Special knowledge and opinions of the stakeholder. †¢ Stakeholders’ commitments to the organization and expertise. †¢ Relationships between stakeholders, focusing particularly on the amount of power (or authority), responsibility, and accountability they have. The extent of the network of interdepende nt relationships among stakeholders. †¢ The extent to which a change in strategy can be identified in the interests of any one particular stakeholder. 21 Such an analysis of stakeholder interests suggests that whilst stakeholders are generally supportive and have an interest in the organization, they can also become a negative influence on it. They might indeed reflect a threat and become a barrier to organizational change. Mitroff therefore suggests a number of options for influencing or changing the views and actions of particular stakeholders. We can: †¢ Simply exercise power and authority by ommanding the stakeholder to comply. †¢ Appeal to reason and therefore attempt to persuade the stakeholder. †¢ Engage in tactical bargaining with a stakeholder. †¢ Negotiate in order to reach a compromise. †¢ Engage in problem solving by sharing information, debating, and arriving at mutually agreed perceptions. The multiple constituencies perspective reflects a view of social systems in which people take actions and engage in activities to maximize their own interests. They also collude with others and engage in purposeful activity. Negotiation of organizational change revolves around three central issues: 1.Changing organizational objectives requires that leaders be able to re-evaluate the organization’s current mission, purposes, objectives, and goals, and mobilize action through inspiration. Such leaders need to embrace inspirational leadership. 22 UNDERSTANDING CHANGE 2. The ability to develop and mobilize intellectual capital by using the combined resources held by all stakeholders creatively. This should include the identification and cultivation of scarce resources, skills, and capital. 3. The ability to sustain cooperation and to eliminate conflict among stakeholders so that ethical, moral, and cooperative understanding is achieved.The perspective argues that it is constituencies of people, rather than organizations, that h ave goals and objectives. Consequently, it moves us away from the problem of reification, because stakeholder interests must be negotiated. Yet it still assumes that people act rationally through an appeal to the common good. The perspective draws us towards interventions that focus on a concern with organizational and personal values, social justice, and the distribution of rights and obligations. It provides a useful way forward for organizations in the public domain that are subjected to public scrutiny through governance. . 5 Organizational Development: the humanistic approach to change Organizational Development (OD) is derived from human resource theory or organizational behaviour. It dates back to the Hawthorne experiments, which began in the Western Electrical Company in 1927. Elton Mayo and his team began these experiments by using the same assumptions as the structural-functional perspective: that is, they initially sought to investigate improvements to organizational effi ciency by redesigning an organization’s environment along scientific principles.The experiments focused on rational pragmatic concerns such as technology and work performance, the rate of flow of materials, and throughput of a factory system. One can therefore recognize the early development of open-systems theory and structural design within these experiments. Their lack of success meant that the problem of efficiency and effectiveness was refocused towards socio-psychological factors, such as group norms. One interesting source dating back to 1926 was Mary Parker Follett’s description of ‘The Giving of Orders’ (1926).Follett argued that psychology could make an important contribution to understanding motivational relationships in the workplace. One example she discusses is the importance of understanding the law of the situation. Once this is discovered, better attitudes follow. She suggested that giving orders in a positive manner facilitated more harmo nious attitudes within the workplace. But related concerns that began with the Second World War later paved the way for a more sophisticated social science concerned with behaviour in organizations.In particular, a concern to identify effective leadership and to enhance workgroup relationships was paramount because of the American army’s focus on morale. As a result, many academics emerged from this tradition with a clear focus on the relationship PERSPECTIVES ON CHANGE between leadership, motivation, and group dynamics. The investigation of individual and organizational needs was part of this use of applied social science. An early example was Maslow’s research, which resulted in his paper ‘A Theory of Human Motivation’ (1943).The awareness that human needs impact on organizations was a theme developed further in McGregor’s The Human Side of Enterprise (1957). By the late 1960s and 1970s OD emerged from this behavioural research as a distinct disci pline. Whilst it focused on harmonizing individual and organizational needs, it also readily adopted the open-systems framework of the structural-functional perspective. French and Bell (1978) were largely responsible for articulating this approach when they characterized the perspective as a mixture of open-systems theory with humanistic values.Today, we can discern six essential characteristics of OD. These are: 1. A methodology informed largely by Action Research—a term coined by Kurt Lewin in the 1940s. 2. Interventions should only result from careful organizational diagnosis (Tichy, Hornstein, and Nisberg, 1976). 3. A recognition that effective change requires process consultation (Schein, 1995) rather than negotiation through an individual in order to achieve corporate social responsibility in change initiatives.It should be noted that this is in line with OD’s humanistic approach to change. 4. An awareness of barriers to personal growth and organizational change , championed largely by Elisabeth Kubler-Ross (1973). 5. An emphasis on personal and organizational learning in contrast to training, proposed by Reg Revans (1982). 6. A recognition that groups and culture will influence change initiatives, articulated by Lewin (1951) and Schein and Bennis (1965). OD emerged as a distinctive discipline for managing change.It did so initially by adopting experiential approaches such as T-groups (training groups) and Lewin’s Force Field Analysis as a technique for managing organizational transitions. Action Research encouraged employees to develop a collaborative approach to diagnosing problems and engaging in action learning. Argyris’s book on Intervention Theory and Method (1970) is a comprehensive review of process-consultation techniques articulated by Schein (1995) and intervention techniques that became associated with the idea of planned, organization-wide change.Such change strategies were ‘managed from the top’ in o rder to ‘increase organizational effectiveness and health’ through interventions in the organization’s processes using behavioural science knowledge (Beckhard, 1969). Lewin’s (1951) three stages of change—unfreeze, change, refreeze—reflects the essence of the traditional OD approach through which a clear goal or destination is identified and cascaded to the organization’s members. This has been described as a linear model of change (Marshak, 1993) that tends to omit the 23 24 UNDERSTANDING CHANGE untidy parts of the process that do not fit neatly into Lewin’s framework’ (Inns 1996: 23). Most critics of Lewin’s planned change model make this argument. However, we must be cautious about this since, as we will see in Chapter 3, Lewin did not apply this approach to organization-level change. Often, OD proceeds with problem identification through the application of Action Research at the individual, the group, or the or ganizational level. Following careful diagnosis, intervention strategies are designed to deal with an organizational problem by applying various techniques.At the individual level, behaviour modification theory is often used to encourage personal growth. At the group level, intervention strategies are informed by analysis of group dynamics, whilst at the organizational level, strategic interventions are designed to manage strategic change through the application of technology, structural change, or change to human resources. We can understand how these interventions work by exploring them in greater depth. 1. 5. 1 Intervention strategies at the individual level Strategies at the individual level were influenced by behaviour modification theory.The purpose of this technique is to increase the frequency of desired behaviours and reduce the frequency of undesired behaviours. Behaviour modification therefore seeks to modify the behaviours of individuals by training people to recognize a positive stimulus in order to provoke a desired response. It can also be used to change an individual’s reaction to fears and phobias. Intervention strategies used instead of behaviour modification theory include personal and management development techniques such as Lewin’s Force Field Analysis and learning interventions designed to improve personal learning. Stop and think 1. 4 We rarely remember modifying our own behaviour but we do this all the time. Think about the last time you learned a new skill. How difficult was this at first? During the learning process how did you modify your own behaviour or attitudes? How did evaluation lead to improvement? 1. 5. 2 Intervention strategies at the group level At the group level, intervention strategies originated from studies of group dynamics including armed forces personnel, industrial workers, and professional groups. Group dynamics was first defined by Kurt Lewin in the 1940s.Observations of groups led Lewin to note th at groups develop personalities as a result of their unique composition. Change was therefore more likely when the group as a whole made a collective decision to have its members change their behaviours. This was far more effective in producing the desired changes than more formal techniques such as lectures and PERSPECTIVES ON CHANGE instruction. Lewin’s work became the foundation for training in group skills, sensitivity training, teambuilding, and OD. Groups therefore can be a major influence on change, or can inhibit change.However, the capability of a group to respond flexibly to change will depend on the degree to which its members: †¢ Explore problem-solving alternatives. †¢ Are motivated to achieve the objectives of the group. †¢ Make an effort to learn how to change. †¢ Discover what specifically needs to be changed to meet current demands. †¢ Are prepared to experiment. 25 1. 5. 3 Intervention strategies at the organizational level At the or ganizational level, a greater depth was provided by a focus on planned change interventions.Planned change strategies, according to Chin and Benne (1976), emerged from the Enlightenment tradition with the application of rational thought to interventions in the modern world. In other words, changing things requires an application to reason. Associated with this was the pursuit of social progress. Chin and Benne describe a central element common to all planned change programmes as ‘the conscious utilisation and application of knowledge as an instrument or tool for modifying patterns and institutions of practice’ (1976: 22).Planned change interventions are therefore extremely varied but they fall under three broad headings: 1. Empirical–rational interventions, such as political interventions giving rise to new

Vampire Academy Chapter 8

EIGHT BURNING WITH ANGER, I FOUGHT harder and better that day than I ever had in any of my classes with the novices. So much so that I finally won my first hand-to-hand pairing, annihilating Shane Reyes. We'd always gotten along, and he took it good-naturedly, applauding my performance, as did a few others. â€Å"The comeback's starting,† observed Mason after class. â€Å"So it would seem.† He gently touched my arm. â€Å"How's Lissa?† It didn't surprise me that he knew. Gossip spread so fast around here sometimes, it felt like everyone had a psychic bond. â€Å"Okay. Coping.† I didn't elaborate on how I knew that. Our bond was a secret from the student body. â€Å"Mase, you claim to know about Mia. You think she might have done that?† â€Å"Whoa, hey, I'm not an expert on her or anything. But honestly? No. Mia won't even do dissections in biology. I can't picture her actually catching a fox, let alone, um, killing it.† â€Å"Any friends who might do it for her?† He shook his head. â€Å"Not really. They're not really the types to get their hands dirty either. But who knows?† Lissa was still shaken when I met her for lunch later, her mood made worse when Natalie and her crew wouldn't shut up about the fox. Apparently Natalie had overcome her disgust enough to enjoy the attention the spectacle had brought her. Maybe she wasn't as content with her fringe status as I'd always believed. â€Å"And it was just there,† she explained, waving her hands for emphasis. â€Å"Right in the middle of the bed. There was blood everywhere.† Lissa looked as green as the sweater she wore, and I pulled her away before I even finished my food and immediately launched into a string of obscenities about Natalie's social skills. â€Å"She's nice,† Lissa said automatically. â€Å"You were just telling me the other day how much you liked her.† â€Å"I do like her, but she's just incompetent about certain things.† We stood outside our animal behavior class, and I noticed people giving us curious looks and whispering as they passed. I sighed. â€Å"How are you doing with all this?† A half-smile crossed her face. â€Å"Can't you already feel it?† â€Å"Yeah, but I want to hear it from you.† â€Å"I don't know. I'll be okay. I wish everyone wouldn't keep staring at me like I'm some kind of freak.† My anger exploded again. The fox was bad. People upsetting her made it worse, but at least I could do something about them. â€Å"Who's bothering you?† â€Å"Rose, you can't beat up everyone we have a problem with.† â€Å"Mia?† I guessed. â€Å"And others,† she said evasively. â€Å"Look, it doesn't matter. What I want to know is how this could have? ­that is, I can't stop thinking about that time – â€Å" â€Å"Don't,† I warned. â€Å"Why do you keep pretending that didn't happen? You of all people. You made fun of Natalie for going on and on, but it's not like you've got a good grip on your control switch. You'll normally talk about anything.† â€Å"But not that. We need to forget about it. It was a long time ago. We don't even really know what happened.† She stared at me with those big green eyes, calculating her next argument. â€Å"Hey, Rose.† Our conversation dropped as Jesse strolled up to us. I turned on my best smile. â€Å"Hey.† He nodded cordially to Lissa. â€Å"So hey, I'm going to be in your dorm tonight for a study group. You think? ­maybe? ­Ã¢â‚¬  Momentarily forgetting Lissa, I focused my full attention on Jesse. Suddenly, I so needed to do something wild and bad. Too much had happened today. â€Å"Sure.† He told me when he'd be there, and I told him I'd meet him in one of the common areas with â€Å"further instructions.† Lissa stared at me when he left. â€Å"You're under house arrest. They won't let you hang out and talk to him.† â€Å"I don't really want to ? ®talk' to him. We'll slip away.† She groaned. â€Å"I just don't know about you sometimes.† â€Å"That's because you're the cautious one, and I'm the reckless one.† Once animal behavior started, I pondered the likelihood of Mia being responsible. From the smug look on her psycho-angel face, she certainly seemed to be enjoying the sensation caused by the bloody fox. But that didn't mean she was the culprit, and after observing her over the last couple of weeks, I knew she'd enjoy anything that upset Lissa and me. She didn't need to be the one who had done it. â€Å"Wolves, like many other species, differentiate their packs into alpha males and alpha females whom the others defer to. Alphas are almost always the strongest physically, though many times, confrontations turn out to be more a matter of willpower and personality. When an alpha is challenged and replaced, that wolf may find himself ostracized from the group or even attacked.† I looked up from my daydreams and focused on Ms. Meissner. â€Å"Most challenges are likely to occur during mating season,† she continued. This, naturally, brought snickers from the class. â€Å"In most packs, the alpha pair are the only ones who mate. If the alpha male is an older, seasoned wolf, a younger competitor may think he has a shot. Whether that is true works on a case-by-case basis. The young often don't realize how seriously outclassed they are by the more experienced.† The old-and-young-wolf thing notwithstanding, I thought the rest was pretty relevant. Certainly in the Academy's social structure, I decided bitterly, there seemed to be a lot of alphas and challenges. Mia raised her hand. â€Å"What about foxes? Do they have alphas too?† There was a collective intake of breath from the class, followed by a few nervous giggles. No one could believe Mia had gone there. Ms. Meissner flushed with what I suspected was anger. â€Å"We're discussing wolves today, Miss Rinaldi.† Mia didn't seem to mind the subtle chastising, and when the class paired off to work on an assignment, she spent more time looking over at us and giggling. Through the bond, I could feel Lissa growing more and more upset as images of the fox kept flashing through her mind. â€Å"Don't worry,† I told her. â€Å"I've got a way – â€Å" â€Å"Hey, Lissa,† someone interrupted. We both looked up as Ralf Sarcozy stopped by our desks. He wore his trademark stupid grin, and I had a feeling he'd come over here on a dare from his friends. â€Å"So, admit it,† he said. â€Å"You killed the fox. You're trying to convince Kirova you're crazy so that you can get out of here again.† â€Å"Screw you,† I told him in a low voice. â€Å"Are you offering?† â€Å"From what I've heard, there isn't much to screw,† I shot back. â€Å"Wow,† he said mockingly. â€Å"You have changed. Last I remembered, you weren't too picky about who you got naked with.† â€Å"And the last I remember, the only people you ever saw naked were on the Internet.† He cocked his head in an overly dramatic fashion. â€Å"Hey, I just got it: it was you, wasn't it?† He looked at Lissa, the back at me. â€Å"She got you to kill the fox, didn't she? Some weird kind of lesbian voo-ahhh!† Ralf burst into flames. I jumped up and pushed Lissa out of the way – not easy to do, since we were sitting at our desks. We both ended up on the floor as screams – Ralf's in particular-filled the classroom and Ms. Meissner sprinted for the fire extinguisher. And then, just like that, the flames disappeared. Ralf was still screaming and patting himself down, but he didn't have a single singe mark on him. The only indication of what had happened was the lingering smell of smoke in the air. For several seconds, the entire classroom froze. Then, slowly, everyone put the pieces together. Moroi magical specializations were well known, and after scanning the room, I deduced three fire users: Ralf, his friend Jacob, and – Christian Ozera. Since neither Jacob nor Ralf would have set Ralf on fire, it sort of made the culprit obvious. The fact that Christian was laughing hysterically sort of gave it away too. Ms. Meissner changed from red to deep purple. â€Å"Mr. Ozera!† she screamed. â€Å"How dare you – do you have any idea – report to Headmistress Kirova's office now!† Christian, completely unfazed, stood up and slung his backpack over one shoulder. That smirk stayed on his face. â€Å"Sure thing, Ms. Meissner.† He went out of his way to walk past Ralf, who quickly backed away as he passed. The rest of the class stared, open-mouthed. After that, Ms. Meissner attempted to return the class to normal, but it was a lost cause. No one could stop talking about what had happened. It was shocking on a few different levels. First, no one had ever seen that kind of spell: a massive fire that didn't actually burn anything. Second, Christian had used it offensively. He had attacked another person. Moroi never did that. They believed magic was meant to take care of the earth, to help people live better lives. It was never, ever used as a weapon. Magic instructors never taught those kinds of spells; I don't think they even knew any. Finally, craziest of all, Christian had done it. Christian, whom no one ever noticed or gave a damn about. Well, they'd noticed him now. It appeared someone still knew offensive spells after all, and as much as I had enjoyed the look of terror on Ralf's face, it suddenly occurred to me that Christian might really and truly be a psycho. â€Å"Liss,† I said as we walked out of class, â€Å"please tell me you haven't hung out with him again.† The guilt that flickered through the bond told me more than any explanation could. â€Å"Liss!† I grabbed her arm. â€Å"Not that much,† she said uneasily. â€Å"He's really okay – â€Å" â€Å"Okay? Okay?† People in the hall stared at us. I realized I was practically shouting. â€Å"He's out of his mind. He set Ralf on fire. I thought we decided you weren't going to see him anymore.† â€Å"You decided, Rose. Not me.† There was an edge in her voice I hadn't heard in a while. â€Å"What's going on here? Are you guys? ­you know ­Ã¢â‚¬  â€Å"No!† she insisted. â€Å"I told you that already. God.† She shot me a look of disgust. â€Å"Not everyone thinks – and acts – like you.† I flinched at the words. Then we noticed that Mia was passing by. She hadn't heard the conversation but had caught the tone. A snide smile spread over her face. â€Å"Trouble in paradise?† â€Å"Go find your pacifier, and shut the hell up,† I told her, not waiting to hear her response. Her mouth dropped open, then tightened into a scowl. Lissa and I walked on in silence, and then Lissa burst out laughing. Like that, our fight diffused. â€Å"Rose? ­Ã¢â‚¬  Her tone was softer now. â€Å"Lissa, he's dangerous. I don't like him. Please be careful.† She touched my arm. â€Å"I am. I'm the cautious one, remember? You're the reckless one.† I hoped that was still true. But later, after school, I had my doubts. I was in my room doing homework when I felt a trickle of what could only be called sneakiness coming from Lissa. Losing track of my work, I stared off into space, trying to get a more detailed understanding of what was happening to her. If ever there was a time for me to slip into her mind, it was now, but I didn't know how to control that. Frowning, I tried to think what normally made that connection occur. Usually she was experiencing some strong emotion, an emotion so powerful it tried to blast into my mind. I had to work hard to fight against that; I always sort of kept a mental wall up. Focusing on her now, I tried to remove the wall. I steadied my breathing and cleared my mind. My thoughts didn't matter, only hers did. I needed to open myself to her and let us connect. I'd never done anything like this before; I didn't have the patience for meditation. My need was so strong, however, that I forced myself into an intense, focused relaxation. I needed to know what was going on with her, and after a few more moments, my effort paid off. I was in.

A pizzeria business plan

A pizzeria business plan Executive Summary This is a business plan for a Pizzeria based on producing a differentiated product in a premium location. The objective is to differentiate the operation from any other restaurant operation based on the concept of superior quality food based on the exclusive use of premium natural ingredients for every element of the product delivered from a conventional cheese and tomato pizza to the unique menu items. At the same time the operation is such that its environmental footprint is minimized and it operates in a manner that maximizes social responsibility in every facet of its operation. Pricing relative to other Pizzerias will be premium, but compared to most of the restaurants in the same quality bracket very competitive. The longer-term plan will involve additional Sofian Eat restaurants on either an owned or franchised basis or a combination of the two. This initial plan is for the pilot operation, which will serve as a model for future openings of Sofian Eat. Essen tials to success The planned operation is a restaurant. The underlying keys to successful restaurant operation are good food served in a clean and pleasant atmosphere. These are a ‘given’ in any successful restaurant, but in themselves are not sufficient to create any great success. â€Å"Positioning is an underleveraged restaurant marketing component. Positioning is the place you hold in the customers or prospects mind relative to the competition (the cheaper choice, the higher quality choice, et cetera). Effective positioning involves incorporation of your Unique Selling Proposition (U.S.P.).†[1] (Quantified Marketing Group, 2010) In Sofian Eat success will depend on creating a unique â€Å"product† based on the publics concern for the environment and the wholesomeness of food. This will be incorporated into a unique ambiance and menu that will provide a dining experience that hopefully customers will enjoy and wish to repeat. An important element in the overall concept is that because Sofian Eats is dedicated to concepts concerning the environment and natural food, which the client is aware of and approve, they will have an underlying â€Å"good feeling† about what they are doing when they enjoy a meal at Sofian Eats. In Principles of Marketing Dr. Philip Kotler uses the fast food industry as an example of marketing being used to sell. â€Å"Shoddy, harmful or unsafe products†, and bemoans the fact that this American approach to restaurant marketing is catching on in Europe.[2] The marketing approach used in this project is unashamedly copied from another American Company, Ben & Jerry’s Ice Cream that takes a totally opposite approach.[3] While not as successful as McDonald’s, Ben & Jerry’s built a business from a single tiny location to a major company and the founders finally sold the company to Unilever in 2000. 1.0 Terms of Reference 1.1 To 1.2 From These three items are not ordinarily a par t of a business plan, and I am not totally clear on what is wanted here. Clearly, I cannot fill in â€Å"to and from†. I suspect that the three items involves only a few words with the possible exception of â€Å"terms of reference†. I will gladly write something for you about this as a revision if you can tell me what it is supposed to do. Thanks. Your writer

Effects of quantitative easing on food prices Research Paper

Effects of quantitative easing on food prices - Research Paper Example He stated that the United States is the leader and the rest of the countries seem to be trailing the footsteps of us. The more money countries print the higher the prices of goods grow. Thus, if countries want to end the uphill trajectory and the volatility of prices, then they need to turn off the printing presses and let interest rates rise. This statement shows the effect of quantitative easing on prices of commodities including food (Schiff, n.p.). Under normal circumstances, whenever there are quantitative easing, prices for foodstuff will be on the rise, since the money around or being in circulation increases. While the agricultural production, as well as food being manufactured in industries could be the same as it were before, quantitative easing increases the price of foodstuff as it has been commonly believed and in some cases proven that easy money reliably drives up the price. Fredrick Kaufman, writer of â€Å"A Short History of the American Stomach† and an editor to the Harper’s Magazine stated that quantitative easing brings up a new level of volatility in the markets. Because of the introduction of more billions of dollars in the market, food prices have increased because a lot of money in the market means inflation that causes a rise in the price of things. Kaufman argues that it is true quantitative easing has led to increase in food prices he goes further to say that we cannot blame quantitative easing alone because demand and supply, climate change, and speculations are also serious contributors to the volatility in the commodities market (Schiff, n.p.). As money increases and becomes more available so does the prices of food stuff rise and affect people differently because of the differences in the economic status of people, in that society. The poor are affected negatively, since they do not feel the real impact of quantitative easing. Thus, some people have been quoted making statements saying that if only the world was poor and starving masses understood the benefits of  Quantitative Easing, they would perhaps not riot in the streets over increasing  food prices. This shows the real effect of quantitative easing on foodstuff. People must simply be educated to understand the concept of quantitative easing. For instance, the prices of major foodstuff wheat and corn are being towered so are the profits at Goldman Sachs, according to Eric Fry of  the Daily Reckoning. In his article, Eric goes further to say that the passing food problems of the poor people in places that they occupy are a minimal price to pay for the resurgent economic activity in other places. Moreover, if people do not make much money in one place, they cannot send any handouts to other places. This logic seems to inspire Chairman of Bernanke’s QE campaigns. This already is a proof that quantitative easing causes an increase on food prices and hits the poor people with detrimental effects when the prices of foods are raised because they cannot access the money said to be available (Fry, n.p.). The fact that quantitative easing increases food prices also means that it makes the availability of food scarce to many people. Quantitative easing makes the prices of stocks to shoot up and influence people to feel that they have more money, something that makes them spend

Impact of Media Globalisation on National Identity Essay

Impact of Media Globalisation on National Identity - Essay Example The Chinese economy has been selected because of the increasing number of foreign companies in China. Moreover, since the Chinese government has been very rigid in its foreign media policies, therefore, this essay will be also helpful to understand the major threats which Chinese government has from media globalization and because of which the government has remained rigid and strict. The electronic media and communication network includes the various forms of a telecommunication network, internet, radio, television and film and the rate of expansion of media has been exceptional (Siochru, 2004). Actually, the development of media and communication is brought by the development and innovations in technology. It is also believed that because of the rapid technological developments, there is a potential for further development in media and communications. By describing the merger of Time-Warner with AOL Sinclair argues that merging of cable, internet and satellite services has the potential to increase in future with the developments in technology such as digital television. Media is considered very important because it directly influences the consumer behavior, culture, living style and attitude. Jan (2009) argues that media are fundamental to the provision of cultural or symbolic assets worldwide and it is central to the use of cultural or symbolic power. The increasing globalization of media is usually associated with the national identity and culture. National identity is a shared sentiment which is based on the credence of belonging to a nation which shares a set of common attributes that differentiate it from the other nations (Berdun, 2007, pp.11).  

Nutrition and obesity in the united states versus nutrition in other Research Paper

Nutrition and obesity in the united states versus nutrition in other developed countries - Research Paper Example A person whose weight is at least 20 percent higher than the upper limit of the healthy range is considered to be obese. The effect of obesity is that it puts one at risk of many health problems and diseases. This is according to Medical News Today. Obesity makes one susceptible to diseases such as heart disease, high blood pressure, high cholesterol, respiratory issues, and stroke. It is estimated that on average, an obese person will live 8 to 10 years less than a non-obese person. In addition, a high rate of obesity in a country’s population significantly increases its health care costs. Since 1980, the prevalence of obesity in the developed countries such as the United States has significantly increased. Statistics in the United States show one in every three people is medically obese. According to a book published in September 2010 by the Organization for Economic Co-operation and development (OECD), obesity rates in the U.S. rank among the highest in the world. Another research conducted byMedical News Today in the year 2010 shows that 28 percent of all U.S. residents are medically classified to be obese. European Union member countries with obesity rates between 20 percent and 27 percent include Australia at Irelandand Luxembourg (Kumar, 19).The same data also shows that the European Union membercountry with the lowest overall obesity rates was Sweden at 10 percent. The average obesityrate was recorded to be at 16 percent. Research done by the World health Organization shows that the worldwide prevalence of obesity nearly doubled between the year 1980 and 2008. The country estimates for the year 2008 showed that over 50% of both men and women in the European Region were overweight. The percentage of men and women who were overweight were 23% and 20% in both men and women respectively. Based on the latest estimates in European Union countries, overweight problems in adults affects 30-70% while the percentage of adult

Sociology of Cities and Urban Lives Research Paper

Sociology of Cities and Urban Lives - Research Paper Example . Cities provide their residents with conveniences, services, and opportunities not available elsewhere. The urban culture reflects in different aspect of the people living in the cities. In today’s sophisticated world, urban culture refers to the city’s sense of fashion, food habit and entertainment style. Let us look in detail about these three aspects. The cosmopolitan crowd has a touch of fashion in every aspect of their life. From the clothing to the music they listen they follow a unique trend. When it comes to outfit, the city dwellers wear clothing of high quality and of varied fashion. They tend to change their outfit very often, as the fashion abruptly changes every year. People give more importance to the way They dress and want to recognize themselves as style icons. Men and women are very much fashion conscious in cosmopolitan and metropolitan cities. â€Å"Fashion now occupies the centre ground in popular understanding of modern culture. It enjoys unprecedented coverage in the western media and defines the tenor of urban life like no other visual medium†(Breward 2008 : 9).They are very attentive on every element of decorating their body like shoes, glasses, watches, jewellery etc.Women adore cosmetics and spend generously on make up products. Fashion literally runs in the blood of urban life. â€Å"Nowadays what a person wears is more likely to be a reflection of their personal tastes and character, than wanting to imitate somebody else†(Machowska 2007). Food habit of urban people is vastly different from that of rural people. In the cities fast foods are of great demand, as people lead a very fast life. The streets of the big and small cities are adorned with various fast food outlets, which are the feasting ground for urban crowd. Since they find less time for cooking, they find these outlets as a blessing. â€Å"Convenience is a major concern in food purchases, particualry by members of urbanized

SNCC and the Rise of Black Power Essay Example | Topics and Well Written Essays - 250 words

SNCC and the Rise of Black Power - Essay Example However, some key events over the years such as â€Å"Freedom Summer and Atlantic City National Democratic Convention† played a key role in the political radicalization and shift of ideology to â€Å"Black Power† (Davies ). Stokely Carmichael became the new radical leader of SNCC and was at the forefront of black power. He was infamous for advocating that African Americans should use self defence when attacked and agitating for revolutionary violence against oppression (Davies). Consequently, he further radicalized SNCC until his exit in 1967 to the Black Panther Party. The foremost tactics of the SNCC during its inception was aimed at protesting against the segregation culture that affected African Americans at the time. Later, in the mid 1960s, its involvement in fighting for political rights was majorly due to the denial of voter rights to African Americans in the South. The final metamorphosis to ‘Black Power’ in the late 60s was after the countless vio lent acts that African Americans were subjected to by the Southern racists. Moreover, the federal government had frustrated their quest for political liberalization from southern racist politicians. Consequently, the shift in ideology and strategies reflected the racial injustice, violence, and political intolerance that African Americans faced during the early 1960s to late

Case Study for Twitter Example | Topics and Well Written Essays - 2000 words

For Twitter - Case Study Example ts history, the need to develop and come up with sophisticated products that meet the demand of the clients has been a major challenge owing to complications in technology. Operating under technological platforms, Twitter as an organization has had to exploit various technological niches that could improve the services it provides for its customers. It is obvious that technology keeps on changing and advancing such that what was the norm yesterday is consistently modified to suit the current market needs. The same way, Twitter has struggled to keep up with these changes that ensure relevance in the industry. Among the many units affected by this in the organization is the human resource. The pace at which Twitter is taking to integrate itself into the updated technological world is raising eyebrows. With its vast resources, it is expected that it would be fast transforming itself day by day into a more sophisticated social network platform. This is not really the case from the scrutiny of its developmental milestone. Although it can be argued that in just a decade Twitter has achieved more than many social rival networks, this is still below what it could have maximally achieved. There is a great deal that could have been done (or could still be done) if technology is fully embraced and exploited. Evidently, Twitter has struggled to even reach where it is today. This is shown by the company’s failure to record desirable financial results over the years despite some upgrades (Porter, 2008. p.133-135). The human resource has to either be retrained or constantly updated on the trending technological systems especially in an organization that solely depends on technological efficiencies to deliver to its customers. Sending messages via Twitter, the follow feature as well as tweet and retweet among others are all technology-dependent processes that have to be continuously upgraded in regards to their efficiency and practicality in order for the company to generate

Trust2 Home Fund Case Study Example | Topics and Well Written Essays - 5000 words

Trust2 Home Fund - Case Study Example In 2003 and 2004, accounting irregularities in mortgage finance companies Fannie Mae and Freddie Mac grabbed the attention of every one in the world. The failure of Northern Rock in UK has shaken the public confidence in financial markets.Sub prime lending killed many homes dreams in US and UK. Global recession has turned many financial institutions and programmes in doldrums. Stability in the financial market is lost. Investors have become shaky about hazy dealing from financial institutions. If the private sectors are to rebuild that confidence and trust, they must have transparency, respect and integrity. They must be central to the development of a successful and trustworthy brand in financial services. These values need to be introduced at the macro level. Sufficient confidence has to be built among customers that the banks have quality capital and that they can absorb the losses incurred in course of operation. Insurers must have the capacity to support liabilities. There is urgent need for sound back up by reliable institutions preferably government to all risk plans and transactions. Protection must come from the government through stable financial system. Products launched in the financial segment need scrutiny and approval by the authorities. Only then confidence of public and investors can be restored and stability can be promoted in the financial market. This can be more effectively done by the single institution of Government. FSA is on the work to strengthen and rebalance regulations that were lost in between so that lost confidence is restored in the financial system. Sam Fleming, November 1,2007, Daily Mail, Credit crisis 'could cripple UK economy' Product Keeping the above scenario in the mind there is need for opening such business fronts wherein investors have confidence, trust and reliability. Money market mutual funds have such face to restore the investors' confidence if backed by government. The industry represents a multibillion-dollar investment segment. Money market accounts are popular alternatives to CD's, short-term bonds, and savings accounts. This is possible by competitive yields, daily access to the money, and a sense of safety and stability that a money market provides. Money market funds offered by the top banks and brokerage houses are also not immune to a loss in value or liquidity but they can present a better picture. Banks in the money market plan use the depositors' money in buying a large pool of very short term bond including, government bonds, corporate bonds, or municipal bonds, which are more secured. True money market funds are not a

Roles and Responsibilities in Lifelong Learning Essay Example for Free

Roles and Responsibilities in Lifelong Learning Essay Unit 001 Roles. responsibilities and relationships in lifelong learning As Education Officer for the Heritage Service (HS) my Job is to provide inspiring, enjoyable and informative learning that promotes lifelong learning and encourages regular return visits to the councils museums (HS Education Policy), In order to do this in line council and national/international legislation, regulatory requirements and codes of practice. These include the: Health and Safety at Work Act 1974 This act provides for the health and safety of people who may be affected by the ctivities of work including learners and visitors to educational sites. The Management of Health and Safety at Work Regulations 1999 All our activities are risk assessed regularly In line with this act _ Data Protection Act (1998) All data taken when booking activities, evaluating activities, taking photos Is kept as stated In the act_ Everyone who Is responsible for using data has to follow strict rules called data protecuon prlnclples_ They must make sure the Information Is: used fairly and lawfully used for limited, specifically stated purposes used In a way that s adequate, relevant and not excessive ept for no longer than Is absolutely necessary handled according to peoples data protection rights kept sate and secure accurate not transferred outside the uK without adequate protection This Is also reiterated in the councils Data Protection Policy. We also ensure that we adhere to The Protection ot Children Act (1999) and the Councils Sateguarding Adults Policy The Equality Act (2010) The Councils Equality Policy Statement says that The council is committed to achieving equality ot opportunity in our employment practices and provision of services. The policy is xplicitly linked to the requirements of the council as an employer and provider of services in adhering to the Equality Act 2010. When devising activities also follow the councils equality statement in line with Equality Act As Ann Gravells (2012) says

Racism and ethnicity Essay Example for Free

Racism and ethnicity Essay Joseph Addison once said that, â€Å"If men would consider not so much where they differ, as wherein they agree, there would be far less of uncharitableness and angry feeling in the world. † This holds true to the sentiments I have when it comes to the numerous injustices people incur due to their skin color, ethnicity, and the like. I have seen and witnessed first hand the harm people can cause to one another due to petty differences between them; and I have also often pondered why such acts occur in our world. I used to think that this may be an isolated case; a freak phenomenon that has occurred solely in the confines of my home land. A social phenomenon that has existed in my home land due to the history our people have gone through. Yet, I have seen that such injustices and anger occur in other lands such as the United States of America and knowing of this makes me wonder if racism can be found in all societies regardless of geographic location and history. To get a better understanding of this social phenomenon I have decided to look into the cases of racism I have seen in my home country of Serbia and compare that to those acts I have seen here in America. Before I do proceed, I think it is necessary to take into consideration what racism really is. Many scholars have given various definitions to this phenomenon and the differences in the definitions can be attributed to the fact that the term covers a broad spectrum of implications of race-based bigotry, prejudice, violence, oppression, stereotyping or discrimination. Since it covers such a wide array of topics and takes into account various social issues we can take into account 2 general definitions of racism; the sociological and the legal. Racism is broadly defined as a form of discrimination based on characteristics of race and existing either as individual racism, which originates in the racist beliefs of a single person, or institutional racism, which occurs when racist ideas and practices are embodied in the folkways, mores and norms (Leeder. 2003). On the other hand, sociologists Noel Cazenave and Darlene Alvarez Maddern define racism as â€Å" a highly organized system of race-based group privilege that operates at every level of society and is held together by a sophisticated ideology of color/race supremacy. Racist systems include, but cannot be reduced to, racial bigotry,† (Cazenave and Maddern 1999: 42). Based on these definitions we can see two dominant themes when we speak about racism. The first among the two is the fact that racism takes into account the psyche of an individual. To be more precise, we deal with the construct of beliefs a person or group may hold against others as embodied by the mores and norms they have. The second aspect that we find is the fact that racism is a highly organized group structure as pointed out by Noel Cazenave and Darlene Alvarez Maddern. With regard to the second aspect, we find that racism is a social construct, a privilege of certain groups within a society. Hence, we are led to conclude that the social phenomenon can very well exist in any society. After all, there is no true homogenous society and the fact remain that differences abound between groups. Take the United States of America, though it is a single country the social structure can still clearly delineated between the different races that occupy its geography. As for my home country of Serbia, we also see that racism cuts across groups as I have seen people display acts of racial discrimination on gypsies; a group who since their unexplained appearance in Europe over nine centuries ago, the gypsies have refused to fall in with conventional settled life. They remain a people whose culture and customs are beset with misunderstanding, and who cling to their distinct identity in the teeth of persistent rejection and pressure to conform. This social group has been long been ridiculed and persecuted in Serbia. I have also personally seen people who look like neo-Nazis with their shaved heads launching verbal assaults and beating up gypsies. It is a saddening truth that things like this happen. What’s worse is the fact that gypsies are actually persecuted all around Europe. Other shocking instances of racial acts can also be seen in soccer games in Serbia. An example of this is even cited on a blog/news commentary on the Fox Sports website.