Challanges That Face The Change Management Business Essay

Challanges That Face The Change Management Business Essay Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behaviour and attitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise. Change management is about modifying or transforming organizations in order to maintain or improve their effectiveness. Change Management Models: There are several change management models that the enterprises follow while undertaking the change management process depending upon the ground realities and the organizational culture of the enterprise seeking the change processes. One of such models popularly known is described by John Kotter, who has set out an eight-step strategy for change management. These are as below 1. To establish a sense of urgency among the people in the organization. 2. To create a guiding coalition which will steer the reformation with the correct focus and aim to achieve the desired outcome. 3. To develop a clear vision and plan the strategy accordingly. 4. To communicate the change in vision to the people of the organization in a clear fashion. 5. To empower employees towards taking broad-based action to benefit the organization. 6. To generate short-term wins which in a whole would give the organization a long term winning result. 7. To consolidate all the gains of different volumes and ultimately produce desired changes. 8. To anchor new approaches in the culture and operation process of the organization. The above described model is designed keeping in focus on specific activities that will impact results. The benefits of using this model include evaluating employee resistance, help employees transition through the process, create employee specific action plans, and develop a change management plan keeping all the employees of the organization in mind and involve them in the entire process. Case Study Details: The Change Leader: In May 1996, K.V. Kamath replaced Narayan Vaghul as CEO of Indias leading financial services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking charge, Kamath felt and understood that the organization needs to go through a change to shift its focus from just being a bank to create a difference and stand tall and different from all other competitors to create a brand name in the economic structure of India as well in entire south east Asia and introduced massive changes in the organizational structure and the emphasis of the organization changed ICIC from just a development bank mode to that of a market-driven financial conglomerate. The changes also brought in a lot of confusion among the employees, with media reports frequently carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees began feeling alienated. The discontentment among employees further increased, when Kamath formed specialist groups within ICICI like the structured projects and infrastructure group. Doubts were soon raised regarding whether Kamath had gone too fast too soon, and more importantly, whether he would be able to steer the employees and the organization through the changes he had initiated. Background: ICICI was established by the Government of India in 1955 as a public limited company to promote industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI), the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of India, the World Bank, the Development Loan Fund (now merged with the Agency for International Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK government and the Industrial Development Bank of India (IDBI). The basic objectives of the ICICI were to à ¢Ã¢â€š ¬Ã‚ ¢ Assist in creation, expansion and modernization of enterprises à ¢Ã¢â€š ¬Ã‚ ¢ Encourage and promote the participation of private capital, both internal and external à ¢Ã¢â€š ¬Ã‚ ¢ Take up the ownership of industrial investment; and à ¢Ã¢â€š ¬Ã‚ ¢ Expand the investment markets. In 1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities Limited. In line with its vision of becoming a universal bank, ICICI restructured its business based on the recommendations of consultants McKinsey Co in 1998. In the late 1990s, ICICI concentrated on building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the insurance business with Prudential plc of UK. ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the changing circumstances. While its development bank counterpart IDBI was reportedly not doing very well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it further challenges as well as potential change management issues. However, the organization did not seem to much perturbed by this, considering that it had successfully managed to handle the employee unrest following Kamaths appointment. Change Challenges Part I ICICI was a part of the club of 3 developmental finance institutions named ICICI, IDBI and IFCI, who were the sole providers of long-term funds to the Indian industry. When the requirement used to be large in volume, all three used to organize and raise the money for required funding and investment. However, the deregulation beginning in the early 1990s, allowed Indian corporate to raise long-term funds abroad, putting an end to the DFI monopoly. The government also stopped giving DFIs subsidized funds. Eventually in 1997, the practice of consortium lending by DFIs was phased out. It was amidst this newfound independent status that Kamath, who had been away from ICICI for eight years working abroad2, returned to the helm. At this point of time, ICICI had limited expertise, with its key activity being the disbursement of eight-year loans to big clients like Reliance Industries and Telco through its nine zonal offices. The change program was initiated within the organization, the first move being the creation of the Infrastructure Group (IIG), Oil Gas Group (OG), Planning and Treasury Department (PTD) and the Structured Products Group (SPG), as the lending practices were quite different for all of these different segment of industries. Kamath picked up people from various departments, who he was told were good, for these groups. The approach towards creating these new skill sets, however, led to one unintended consequence. As these new groups took on the key tasks, a majority of the work, along with a lot of good talent, shifted to the corporate center. While the zonal offices continued to do the same work disbursing loans to corporates in the same region their importance within the organization seemed to have diminished. An ex-employee remarked, The way to get noticed inside ICICI after 1996 has been to attach yourself to people who were heading these (IIG, PTD, SPG, OG) departments. These groups were seen as the thrust areas and if you worked in the zones it was difficult to be noticed. Refuting this, Kamath remarked, This may be said by people who did not make it and there will always be such people. Some of the people who did not fit in this set-up were quick to leave the organization. However, this was just the beginning of change-resistance at ICICI. In the major client group, a staff of about 30-40 people handled the needs of the top 100 customers of ICICI. On the other hand, about 60 people manned the growth client group, which looked after the needs of mid-size companies. Obviously, the bigger clients required more diverse kinds of services. So working in MCG offered better exposure and bigger orders. The net effect was that the MCG executive ended up doing more business than the GCG executive. A middle-level manager at ICICI commented, The bosses may call it handling growth clients but the GCG manager is actually chasing non-performing assets (NPA)4 and Board of Industrial and Financial Restructuring (BIFR)5 cases. Kamath was quick to deny this allegation as well, Just because somebody is within the MCG does not guarantee him success. And these assignments are not permanent. Todays MCG man could easily by tomorrows GCG person and vice-versa. Complaints against these changes put in continued and ICICI was blamed for not putting in adequate systems in place to develop the right people. The manner, which ICICI recognized an individuals efforts the feedback process was also questioned. A manager remarked, Last year the bonuses varied from Rs 30,000 to Rs 250,000 depending on the performance. In many cases the appraisal scores were same but the bonus amount was not. And we were not told why. While Kamaths comments in the media seemed to dismiss many of the employee complaints, ICICI was in fact, putting in place a host of measures to check this unrest. One of the first initiatives was regarding imparting new skills to existing employees. Training programmes and seminars were conducted for around 257 officers by external agencies, covering different areas. In addition, in-house training programmes were conducted in Pune and Mumbai. During 1995-96, around 35 officers were nominated for overseas training programmes organized by universities in the US and Europe. ICICI also introduced a two-year Graduates Management Training Programme (GMTP) for officers in the Junior Management grades. Along with the training to the employees, management also took steps to set right the reward system. To avoid the negative impact of profit center approach, wherein pressure to show profits might affect standards of integrity within an organization, management ensured that rewards were related to group performance and not individual performances. To reward individual star performers, the method of selecting a star performer was made transparent. This made it clear, that there would be closer relationship between performance and reward. However, it was reported that pressure on accountability triggered off some levels of anxiety within ICICI which resulted in a lot of stress in human relationships. By 2000, ICICI had emerged as the second largest financial institution in India with assets worth Rs 582 billion. The company had eight subsidiaries providing various financial services and was present in almost all the areas of financial services: medium and long term lending, investment and commercial banking, venture capital financing, consultancy and advisory services, debenture trusteeship and custodial services. Change Challenges Part II ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank of Madura (BOM). Though ICICI Bank was nearly three times the size of BOM, its staff strength was only 1,400 as against BOMs 2,500. Half of BOMs personnel were clerks and around 350 were subordinate staff. There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BOM as they felt that ICICI would push up the productivity per employee, to match the levels of ICICI7. BOM employees feared that their positions would come in for a closer scrutiny. They were not sure whether the rural branches would continue or not as ICICIs business was largely urban-oriented. The apprehensions of the BOM employees seemed to be justified as the working culture at ICICI and BOM were quite different and the emphasis of the respective management was also different. TABLE I POST-MERGER EMPLOYEE BEHAVIORAL PATTERN PERIOD EMPLOYEE BEHAVIOR Day 1 Denial, fear, no improvement After a month Sadness, slight improvement After a Year Acceptance, significant improvement After 2 Years Relief, liking, enjoyment, business development activities Based on the above findings, ICICI established systems to take care of the employee resistance with action rather than words. The fear of the unknown was tackled with adept communication and the fear of inability to function was addressed by adequate training. The company also formulated a HR blue print to ensure smooth integration of the human resources. (Refer Table II). TABLE II MANAGING HR DURING THE ICICI-BOM MERGER THE HR BLUEPRINT AREAS OF HR INTEGRATION FOCUSSED ON à ¢Ã¢â€š ¬Ã‚ ¢ A data base of the entire HR structure à ¢Ã¢â€š ¬Ã‚ ¢ Road map of career à ¢Ã¢â€š ¬Ã‚ ¢ Determining the blue print of HR moves à ¢Ã¢â€š ¬Ã‚ ¢ Communication of milestones à ¢Ã¢â€š ¬Ã‚ ¢ IT Integration People Integration -Business Integration. à ¢Ã¢â€š ¬Ã‚ ¢ Employee communication à ¢Ã¢â€š ¬Ã‚ ¢ Cultural integration à ¢Ã¢â€š ¬Ã‚ ¢ Organization structuring à ¢Ã¢â€š ¬Ã‚ ¢ Recruitment Compensation à ¢Ã¢â€š ¬Ã‚ ¢ Performance management à ¢Ã¢â€š ¬Ã‚ ¢ Training à ¢Ã¢â€š ¬Ã‚ ¢ Employee relations ICICI transferred around 450 BOM employees to ICICI Bank, while 300 ICICI employees were shifted to BOM branches. Promotion schemes for BOM employees were initiated and around 800 BOM officers were found to be eligible for the promotions. By the end of the year, ICICI seemed to have successfully handled the HR aspects of the BOM merger. Learnings From the Case Study: 1. Change Identification Awareness of necessity for organizational renewal created in the life cycle of company to preserve local competitive market and being capable to take global market in future. 2. Goal Setting Positive consequences of change process were listed to make better sense about changes. This list components including: a) Better quality of services to client b) Achieve much more income c) Go ahead of rivals d) Prepare and set modern standards in the banking and investing industry e) Better management for referred projects 3. Current State Evaluation In the ICICI there are some potentialities such as skills, knowledge, financial resources and human resources which are elements to support change process, but these were not utilized with management methods. In addition, considering capability of company and its target it was needed to engage some new specialties and also there was not any procedure for communication between employees. 4. Implementation In a change process, the most important points to start up are those which have maximum problems, so in order to solve these problems some improvement projects were defined as below: a) Promotion of human resources Prepare and modify organization structure to modern matrix structure instead of hierarchy structure. Execute evaluation systems based on 360 degree evaluation. Employing centralized experts instead of outsourcing. b) Improving coordination procedures by management information systems. In the Current State Evaluation stage it was recognized that the most problematic thing is method of communication between different departments, so responsibility matrix and information flow diagram prepared for design and build units. After that, by utilizing information systems to integrate activities in each unit, employees could simply share their needs or basic data and also managers could extract reports from reliable and integrated system. c) Managing projects by using project management standards and finally implementing enterprise project management. First of all project charter was created for each project, then responsibilities matrix applied, after it scheduling and checklists prepared for both phases design and construction. This led to control quality by filling out the checklists and clarify inspection points through every process. According to defined information systems, all of the members of project team could use their own required information by online accessible project charter. Finally project book as a document which has characteristic of lessons learned prepared for projects. 5. Oppose to Halted Factors The common problem which occurres during the implementing change process is resistance, so for an organization which wants to prevent problems it is extensively important to response to employees (internal customer). In order to oppose to negative factors and reduce resistance, below activities performed: a) Interior design with suitable work environment ergonomics b) Training self management, appropriate communications and teamwork to employees which lead to increase professional capability of personnel c) Arranging coordination meetings and clarify management strategies to middle managers and also to employees d) Encouraging employees to cooperate in improvement projects e) Exactly making known for employees the whole processes in the field of their own 6. Continues Improvement and Control 6. Continues Improvement and Control By the above study we know the actual performance of the change management process and what the process is capable of doing if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in ICICI there were some evaluation forms which was must to be filled out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team Conclusion: The above study provides us with the conclusion that the actual performance of the change management process and what the process is capable of doing, if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in the ICICI there are some evaluation forms which must fill out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team. The purpose of this paper is to develop a method that will help companies recognize weak points in their change management process and improve it, to measure quantity of success in the change management process, a procedure which was defined in ICICI. ICICI had the well laid planning in effect. They first involved them in leading to predetermined quality and time, including client satisfaction, improving standards and diversifying in business requirements. The last criterias were employees satisfaction and cost reduction. With applying this procedure it helped them to recognize that how much of the objectives were achieved by implementing change management, so a questionnaire had been prepared to evaluate the results of implementing change management. Questions: The below listed questions refer to all phases of the change management process and require answers that are required to be answered for assessment. 1. Client Satisfaction. 2. Employees Satisfaction. 3. Improving Working Standards. 4. Information Systems. 5. Cost Reduction

Which Factors Make Advertising Effective?

EUROPEAN BUSINESS SCHOOL LONDON REGENT’S COLLEGE FALL TERM 2012 Which factors make advertising effective? A marketing literary review based on the Hierarchy of Effects, with a focus on the role of Music in Advertising Report by Onofri S. S00603638 Word Count: 2364 Supervisor Prof. Gordon Bowen Advertising and Media in the Marketing Environment (MKT5A5) 1 Summary Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 2 A Basic Condition †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 The HoE model: t hree responses to be aroused †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ) Cognitive Response †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2) Affective Response †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3) Conative Response †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. The role of Music in Advertising 1) Cognitive Purpose 2) Affective Purpose 3) Conative Purpose RECOMMENDATIONS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 5 6 7 9 9 9 9 10 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. CONCLUSIONS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Appendices †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 List of References 2 ABSTRACT â€Å"What makes advertising effective? : this Report aims to answer this essential issue beca use it is the key for achieving –or not- the goals pursued by every company that invests in advertising. The general question has been divided in three areas, depending on the type of consumer’s response that advertising aims to arouse: cognitive, affective or conative, according to the famous Hierarchy of Effects model proposed by Lavidge and Steiner in 1961. In addition, the report focuses on the role of Music in advertising, with the purpose to highlight how its use can help to achieve efficacy in advertising.Five recommendations are identified through the report. Advertisers should first choose the media mix able to reach as many consumers as possible from the target audience (Ogilvy, 1985). Using appealing creativity (Dahlen et Al, 2010) and increasing the frequency of the message (Pickton and Broderick, 2005) is required to pass successfully through all the selective phases of consumers’ influence process, in order to make them memorize the contents of adv ertising. Music can be very helpful both for gaining consumers’ attention and giving a mnemonic quality to the message (Sutherland, 2008).An effective way to build an emotional link with consumers is referring to common culture (Godin, 1999). Jingles are able to involve consumers, at the point that they can become part of consumers’ cultural background of people (Sutherland, 2008). It is necessary to understand how the purchasing decision is taken by consumers in order to affect their behaviour; the FCB matrix by Vaughn (1986) identifies four types of purchasing process and suggests the quantity and quality of information to provide for each of them in order to have an impact on the decision making process.Since music sets up an entertaining mood, its use appears to be appropriate for the feel products and not for the think products (Arens et Al, 2011). As most of these factors refers to the ability of understanding consumers’ minds, the report has confirmed tha t psychology represents a basic support for marketing functions as the making of effective advertising (Foxall et Al, 1998). 3 INTRODUCTION This paper aims to identify the factors which make advertising effective.The research starts stating a basic condition then, since â€Å"efficacy is the ability to bring about the intended result† (Oxford dictionary, 2007), the report analyses which are the marketing objectives pursued by advertising. The Hierarchy of Effects Model proposed by Lavidge and Steiner (1961) is considered pivotal in the communication process. Accordingly, the report uses a tripartite approach in order to better isolate and identify the factors that make advertising successful whether the response sought from consumers is cognitive, affective or conative.The report then operates a specific analysis on the role of Music in advertising, showing how music can be a very useful tool to reach efficacy (Sutherland, 2008) for all the three pursued responses shown previ ously. Recommendations and Conclusions about the topic complete the analysis. Practical examples chosen among the most famous companies provide evidence to the theoretical analysis; further examples can be found in the appendices. This research has been performed through the method of the literary review: books, papers and articles of famous Marketers and Psychologists are used as sources.A Basic Condition Advertising is undoubtedly a central part of promotion, but compared to the 4 Ps of marketing mix theorized by McCartney (1960), it represents only an aspect of the marketing effort made by the company (Pickton and Broderick, 2005). To reach and maximize the efficacy of advertising, firms should develop a deep know-how of their market, becoming what Llambin (2008) calls market-driven companies. This is achievable only by large investments in market research, in order to know as much as possible about consumers and competitors.As Cowles and Kiecker stated (1998), â€Å"market rese arch is important not only to identify the most profitable target segments, but also to develop a message content that is appealing to them, and to identify the most effective and efficient marketing communications mix elements and media†. Companies have to focus all their functions to the market: only Market-driven companies will be really able to set the most effective advertising (Llambin, 2008). The HoE model: three responses to be aroused As advertising is a non-personal form of communication (Fill,2009), marketing can be supported by the studies on the communication process.Among them, the hierarchy of effects model proposed by Lavidge and Steiner (1961) states sthat when the ad message reaches the consumer, following the steps of the SMRC communication model (Berlo, 1960), the receiver responds by progressively undertaking three phases: the cognitive phase as first, then the affective and finally the conative. 4 Specifically, consumers will pass through these sequential stages: Awareness, Knowledge, Liking, Preference, Conviction, Purchase. [Figure A] Figure A : Sequential stages of Lavidge and Steiner model (1961) Source: http://www. earnmarketing. net/Hierarchy%20Of%20Effects. jpg Using this tripartite approach, the marketing objectives become more definite and therefore it is possible to identify more precisely the key factors for achieving efficacy. Firms should then set up a specific advertising campaign targeted for each of the three macro-responses they want to arouse in the audience (Lavidge and Steiner, 1961). As a confirmation, even the DAGMAR model (Defining Advertising Goals for Measured Advertising Results) proposed by R. H.Colley in 1961 suggests that any stage should provide the objective for Marketing Communication independent of the rest (Pickton and Broderick, 2005). The following three Mc Donald’s adverts clearly show this differentiated approach. In the first one [Figure B], nothing but the apposition of the two logos (t he wi-fi one made by chips) is used: since this ad wants to make the audience learn the service provided, it refers to the cognitive phase. ) Figure B. Source: http://4. bp. blogspot. com/_I9lJuLPsXSs/S0phHAFT6fI/AAAAAAAAJ9s/TR7j4eEnYWQ/s400/Cool+and+ Beautiful+McDonald%E2%80%99s+Advertising+10. jpg 5In the second one [Figure C], the baby approaching the hamburger evokes feelings of affection for the food offered by the company; an home atmosphere is aroused. Emotional persuasion is the first aim for the affective phase. Figure C. Source: http://www. breastfeedingsymbol. org/wordpress/wpcontent/uploads/2007/08/mcdonalds. jpg In the third one [Figure D], the invitation to take an action is extremely clear: consumers should have breakfast at Mc Donald’s on Mondays, convinced by the free coffee. This ad aims to induce a change in the consumers’ behaviour: it refers to the conative phase. Figure D. Source: http://www. cdonaldsstl. com/images/FreeCoffeeMondays-graphic. jpg The main limit of HoE is its rigidity: consumers do not always undertake these steps sequentially, because of their irrationality; however, the existence of these three kinds of responses is widely accepted also among the critics (Barry and Howard, 1990). Accordingly, it is possible to reformulate the central question in a more detailed way: which elements are necessary in advertising, in order to improve the company’s performance in brand awareness (1), in the affective relationship with the consumers (2), and in the sales (3)? 6 1 – Cognitive responseThe goal of these campaigns is to ensure that customers are properly aware of the brand; making clear the brand positioning is the main aim (Egan, 2007). Reach is the first key factor. Pelsmacker (2007) defines it as â€Å"the number or percentage of people who are expected to be exposed to the advertiser’s message during a specified period† . Reach plays the either/or role in the SMRC process: if the compa ny does not reach the consumers, no response can be aroused. Therefore, the choice of the most appropriate media mix to reach the target segments becomes crucial for the success of the advertising campaign (Ogilvy, 1985).According to the selective influence process theories, people play a very active role as receivers in the communication process (Karlz and Lazarsfeld, 1955). There are unconscious and social intervening variables which affect the final internalization of the message. Since only the memorized information is able to affect the consumers’ behaviours the ability to pass through the selective phases of the consumer influence process is the second key factor (Karlz and Lazarsfeld, 1955). To win the receiver’s attention, it is required to overtake what Wundt (1896) alls the absolute threshold, that is the minimum psychic intensity an individual needs for reacting to a stimulus. For this reason, the effort to provide appealing creativity to the advert gains gr eat importance (Dahlen et Al, 2010); moreover, since the traditional media are today overcrowded (Levinson, 2007), creativity can make adverts emerge to the consumers’ eyes. A clear example can be represented by the winner of the â€Å"Best Use of Blu Tac in a Shop Window Postcard Space† category in the Chip Shop Awards 2012. Clearasil posted a completely and intensely white postcard: impossible not to see.Figure E. Source: http://www. chipshopawards. com/ Clearasil is a brand of beauty products against skin imperfections (www. clearasil. co. uk) Use of creativity can also have negative impacts: it is difficult to define the line between great effect and great scandal (Godin, 1999). [see Appendix I] 7 In choosing how often to transmit the advertising message, psychology supports marketing once again (Foxall et Al, 1998). I. V. Pavlov developed the notion of â€Å"conditioned reflex† (1927): opposed to the innate reflex it is a learned reaction to a positive or n egative stimulus.In marketing, this means that the repetition of a message will increase its understanding; that’s why frequency plays a key role. Frequency â€Å"measures the number of times, on average, that a member of the target audience is exposed to a message or, more accurately, to the media† (Pickton and Broderick, 2005). Increasing the frequency helps making the advertise effective but, according to the Curve of Wundt (1896), if the intensity of the stimulus exceeds a certain limit it is even possible to arouse anxiety, nervousness and irritation in the receivers. – Affective response Here, the main goal is to create an affective link with consumers, in order to persuade them appreciating the brand and making a preference for it (Fill, 2009). The more the content of a message is associated to paradigmatic knowledge, the more immediate and simple is its decoding by the receiver (Grandori, 1999): that’s why advertising should carry associations rec alling to the common culture to be effective in building an emotional link with the audience (Godin, 1999).Among all the cultural aspects, political studies have shown that the more compelling ones are common roots ; common habits ; famous figures (Gabrielsen, 2010). The use of cultural associations can be clearly found in Chrysler’s spot for the launch of the new 200 model, shown during the 2011 edition of Super Bowl. The core of the message highlights the origin of the machine, manufactured in Detroit: â€Å" That’s who we are. That’s our story. (†¦) Because when it comes to luxury, it’s as much about where it’s from, as who it’s for. Now we’re from America, but this isn’t New York City, or the Windy city. †¦) This is the Motor city. And this is what we do. The new Chrysler 200 has arrived. Imported from Detroit. † [see Appendix II] Casting famous figures (VIP) as testimonial and being present at the big even ts widely enjoyed and cherished by people (as the recent Olympics in London 2012) are other effective ways to involve the audience (Arens et Al, 2011) [see Appendix III and IV] Thanks to these associations, every time that consumers get in touch with the reminded cultural aspect, they will also remember the linked brand (Godin, 1999). see Appendix V] This cultural approach shows some limits. Since culture is a sphere of meanings related to the past, the new products which aim to highlight innovation as their core quality can’t take the best benefits from cultural associations (Ogilvy, 1985). Moreover, relying on VIP means accepting the risk of linking to them the name of the brand also when something negative is referred to them (Arens et Al, 2011). [see Appendix VI] 8 3 – Conative response In order to affect consumers’ behaviours with advertising, it is necessary to understand how their decision making process works.The model developed by Vaughn for Foote Cone and Belding in 1980, known as the FCB matrix, considers it as driven by two variables: the level of involvement (high-low) and the type of approach to the purchase (rational-emotional). (McWilliam, 1997; Vaughn, 1980 and 1986). The result is the identification of 4 macro-type of purchasing process, each one requiring different kinds of information to be affected: differences are both in quantity – high and detailed or low and summarized– and quality –emotional or rational – of information. Vaughn, 1986). In Figure F, some exemplar products are placed in the 4 quadrants of the FCB matrix. Figure F. Source: Vaugh, 1980 Therefore, advertising can be effective only if it provides the consumers with the kind of information they look for in their decision making process, this one being identified by the quadrant the product is placed in. (Vaughn, 1986). The analysis of 4 different decision making processes is now addressed, referring to the model of Vaughn (198 6): 1. High involvement / rational.People look for the real facts, they need to gain the confidence they are doing the right choice (e. g. Mortgage). The way to be effective is to highlight all the product competitive benefits as well as the company know-how, and to provide the consumers with positive feedbacks . [Figure G] Figure G. Source: http://www. okeefeestateagents. com/_microsites/paul_okeefe/ docs/images/homepage/rightColAdvert/need-a-mortgage. jpg 9 2. High involvement / emotional. Consumers want to learn about and feel the experience (e. g. Holidays).Companies should provide content rich media with compelling personal feedbacks, music and everything else able to make the consumers taste the experience. [Figure H] Figure H. Source: www. adcracker. com 3. Low involvement / rational. People usually buy by habit (e. g. toothpaste). Underlining the incentives to change habits as sale coupons can be effective. [Figure I] Figure I. www. cuckooforcoupondeals. com Source: 4. Low i nvolvement / emotional. People often looks for sensory or psychological gratification (e. g. Movies).Showing sensory rich imagery can be successful. [Figure J] Figure J. Source: http://www. filmjabber. com/movie-blog/wpcontent/uploads/2007/11/the-eye-poster. jpg The limit of the FCB matrix is the difficulty to plot the product in the right quadrant, because of the inconsistencies between consumers’ and companies’ perceptions of it (Dahlen et Al, 2010). Moreover, as marketing environment is rapidly changing, products and services can fast move from one coordinate to another in the brand image of consumers (Fill, 2009). 0 The Role of Music in Advertising Music can be a very useful tool to reach efficacy in advertising, whether the aim is to arouse a cognitive, affective or conative response in the consumers (Sutherland, 2008). The analysis aims to show how the use of music can aid or hinder the effective factors identified in the general part. 1. COGNITIVE PURPOSE Music can help to win consumers’ attention: reproducing a song well-known among the target audience or a catchy rhythm greatly helps to get its attentions (Sutherland, 2008).The use of creativity in music can be found in the production of jingles, where companies set their own words to Music. â€Å"Jingles are among the best –and worst– ad messages produced. Done well, they can bring enormous success, well beyond the non-musical commercial. Done poorly, they can waste the advertising budget and annoy audiences beyond belief† (Arens et Al, 2011). [see Appendix VII] Moreover, what Sutherland (2008) calls the three Rs – rhyme, rhythm and repetition – give words a mnemonic quality, making the message more catchy and enduring in memory. 2. AFFECTIVE PURPOSEResearch has shown that the positive mood created by music makes consumers more receptive to an ad message (Belch and Belch, 2009). When words are set to the music, a desire for repetition can be cre ated: that’s why jingles are able to involve consumers, at the point that they can become themselves part of the cultural background of people (Sutherland, 2008). A chart of the â€Å"top 10 jingles of the century† has been made, according to people’s preferences: a prove of the attachment consumers have towards them (Belch and Belch, 2009). Figure K. Source: Belch and Belch, 2009The case of Oscar Mayer’s spots clearly shows the emotional power of jingles in advertising. [see Appendix VIII] Jingles are used less frequently today, replaced by an increasing use of current or classic pop songs: in the age of the technologic way to live music companies must be careful not to appear oldfashionable while using jingles (Belch and Belch, 2009). 3. CONATIVE PURPOSE Music can also affect the way people behave, but since it better vehicles an emotional message, it seems to be effective especially -if not only- with the â€Å"feel products† (Sutherland, 2008). A great example of how music can be focused on action is the jingle created by the pizza chain â€Å"Pizza, Pizza† in Toronto: the company put its phone number in the lyrics, so that Toronto residents could memorize it easily. [see Appendix IX] On the other hand, music causes what Sutherland (2008) calls the â€Å"wash-over effect†: when we listen to lyrics, we process the message as an experience that we can enjoy or not rather than 11 judging the reliability of its meaning. The entertaining mood set up by music is inappropriate when consumers want to focus on the rational information, as for â€Å"think products† (Arens et Al, 2011).As the analysis of consumers’ responses to music in advertising carried by Oakes (2007) shows, reaching a congruity between music and advertising in mood, genre, image and tempo contributes to the efficacy of an advertisement by enhancing recall, brand attitude, affective response and purchase intention. Since the negotiatio n of the license rights often needs large sums, marketers should carefully decide if and in which way music can be coherent with the marketing campaign, in order to avoid an expensive disorientation of consumers(Belch and Belch, 2009).RECOMMENDATIONS As shown through the report, advertisers should first ascertain to find the media mix that will maximize the reach of the audience (Ogilvy, 1985). Passing successfully through all the selective phases of consumers’ influence process is necessary to make them memorize a message (Karlz and Lazarsfeld, 1955). Concretely, this can be achieved by using appealing creativity (Dahlen et Al, 2010) and by increasing the frequency of the message (Pickton and Broderick, 2005).The use of Music can be very effective both for winning consumers’ attention and adding a mnemonic quality to the message (Sutherland, 2008). When aiming to build an emotional link with consumers, a successful choice is including associations recalling to common culture in the message sent to consumers (Gabrielsen, 2010). Jingles can be such able to involve consumers, that they can become themselves part of the cultural background of people (Sutherland, 2008).To effectively affect consumers’ behaviours, advertisers must understand how the purchasing decision for their products is taken by consumers; the FCB matrix by Vaughn (1986) suggest the quantity and quality of information to provide for each of the 4 types of purchasing process identified by crossing the level of involvement (high or low) and the kind of approach (emotional or rational). Music can be effective for feel products, but not for think products, since it sets up an entertaining mood inappropriate for rational decisions (Arens et Al, 2011).The overall recommendation for companies is to consider advertising as a process that involves the entire business as connected with it by a close cause-effect relationship: when an advert is not effective, it can be the symptom tha t there’s something wrong in the marketing decision making process, or it can be the cause leading to future problems in the relationship with the market (Llambin, 2008). CONCLUSIONS It has been shown that a tripartite approach to the central question â€Å"which factors can make advertising effective? is able to deeply analyse the issue and to define an accurate answer. Since all the factors except the maximisation of Reach refer to the ability of reading consumers’ minds, the report has confirmed how psychology can greatly support marketing functions and, specifically, making advertising effective (Foxall et Al, 1998). That’s why Market-driven companies, which have developed a deep knowledge of their consumers as a result of large investments in market research, have the concrete possibility to apply these factors in the most effective way possible (Llambin, 2008). 2 APPENDICES I. As an example, the historical testimonial used by Danish Frisbee Sports Union f or the 2012 campaign will be definitely able to catch consumers’ attention, but it can reasonably arouse perplexity and disgust in a high number of people. Source: http://www. chipshopawards. com/ II. Full text of the spot: Narrator : I got a question for you. What does this city know about luxury, hm? What does a town that’s been to hell and back know about the finer things in life? Well I’ll tell you. More than most.You see, it’s the hottest fires that make the hardest steel. Add hard work and conviction. And a know how that runs generations deep in every last one of us. That’s who we are. That’s our story. Now it’s probably not the one you’ve been reading in the papers. The one being written by folks who have never even been here. Don’t know what we’re capable of. Because when it comes to luxury, it’s as much about where it’s from as who it’s for. Now we’re from America – but this isn’t New York City, or the Windy City, or Sin City, and we’re certainly no one’s Emerald City.Eminem: This is the motor city – and this is what we do. Written text: The new Chrysler 300 has arrived. Imported from Detroit Source: http://www. youtube. com/watch? feature=player_embedded&v=V0HLIvtJRAI III. VIP testimonials can provide good advantages: a VIP well known among the target audience can better win consumers’ attention; it allows to make the advertising message more personal, exploiting the VIP’s familiarity with the consumers ; people will associate the appreciated qualities of the VIP to the product (Arens et Al, 2011). 13Nestle chose to set a totally VIP-focused campaign to promote Nespresso brand: George Clooney has being appeared in every adverts of the famous espresso machine, with the aim to take advantages from his style and world-wide popularity. Source of Image: http://www. generation-flux. com/images/Nespresso-site. jp g IV. A great example of how an emotional link can be built by focusing advertising on current events widely enjoyed and cherished by people is represented by the marketing campaigns of P&G, created to promote their laundry products Ariel in UK and Tide in USA during the Olympics of London 2012.The compelling references on the athletic competition were present in both the spots: â€Å" Before the Gold, Silver, and Bronze, it's the red, white and blue. At the Olympic Games, it's not the color you go home with that matters, it's the colors you came in. When colors mean this much, trust them to Ariel (UK)/ Tide (USA). † The meaning of the final sentence â€Å"Proud keeper of Our Country's Colours† was certainly influenced by the images of the athletes shown in the video: for Ariel, a high number of British participants ; for Tide, almost only American players.Sources: http://www. youtube. com/watch? v=DoF9DROHYnU Tide for USA; http://www. youtube. com/watch? v=Jipn-MGg0DA Ariel for UK. V. A great example of the power of cultural associations can be found in politics. The ex-Italian prime minister Silvio Berlusconi, considered the biggest innovator in the Italian political marketing – in a negative or positive way depending on the political conviction – (Palmieri, 2012), named his first party â€Å"Forza Italia† (1994), that is the same slogan used by Italian people as an incitement for the national football team.The result was a â€Å"widespread embarrassment† (ibidem) when people not voting for Berlusconi wanted to support the football team, but they had to shout the name of his party: they could not manage not to think about this political association. VI. Cirio is an Italian company founded in 1856 specialized in canned food, especially in tomato paste. (www. cirio. co. uk) Cirio managers weren’t happy to learn that their testimonial Gerard Depardieu was founded drunk and misbehaving on a plane just two weeks la ter the advertising campaign was launched.The spot is accessible here: http://www. youtube. com/watch? v=ReGPNs-HfH0 The episode reported: http://www. telegraph. co. uk/news/celebritynews/8706992/GerardDepardieu-accused-of-urinating-on-floor-of-plane. html VII. As an example, in the 1970s Coca-Cola was so successful with its jingle â€Å"I’d like to buy the world a Coke† that it was then extended and released to become an international chart hit called â€Å"I’d like to Teach the World to Sing† (Sutherland, 2008). VIII. Oscar Mayer is a brand owned by Kraft Foods.At the end of last century the company held local auditions in search of American children to continue the 30-year tradition of singing the catchy â€Å"bologna† and â€Å"wiener† jingles: they were such known that Oscar Mayer decided to be selfreferential in order to best cultivate the relationship with the consumers. Thompson, S. 1997. â€Å"Promotions: Nostalgia Bolognese† , Brandweek, April 14, 1997 Original videos are available here: http://www. youtube. com/watch? v=rmPRHJd3uHI (Bologna); http://www. youtube. com/watch? v=aNddW2xmZp8&feature=related (Wieners) IX.The example and the text of the jingle are reported in Sutherland (2008, p 122): â€Å"nine-sixseven, eleven eleven / phone Pizza Pizza, hey hey hey! † 14 List of References BOOKS Llambin, J. J. , 2008. Market-driven management, Marketing strategico e operativo 5th ed. Milano: Mc Graw Hill. Oxford, 2007. Shorter Oxford English Dictionary on historical principles. Oxford: Oxford University Press Berlo, D. K. , 1960. The process of communication : an introduction to theory and practice. New York : Holt, Rinehart and Winston. Egan, J. , 2007. Marketing Communications. South Western Cengage Learning.De Pelsmacker, P. , Geuens, M. and Van den Bergh, J. , 2007. Marketing Communications: a European Perspective, 3rd edition. Harlow: Financial Time Prentice Hall. Wundt, W. , 1896. Compendium of Psychology. Consulted in the 3rd Italian translation by Agliardi L. , 2004. Compendio di psicologia. E-book accessible at: http://www. liberliber. it/mediateca/libri/w/wundt/compendio_di_psicologia/pdf/compendi_p. pdf Katz, E. and Lazarsfeld, P. F, 1955. Personal influence : the part played by people in the flow of mass communications. London : Transaction (ed. 2006). Levinson, Jay Conrad; Levinson, Jeannie; Levinson,

Eighteenth Century Literature Essay

At the start of the Eighteenth Century Literature the literary pieces focus on rational and scientific views on all aspects of life be it economic, social, political and religious. The period heralded the Age of Enlightenment which was the thought much prevalent of the day. The writers sought to determine universal principles on humanity, nature, and society. The eighteenth-century literate reflected this quest. Written pieces around this time attacked various spiritual and scientific authority, dogmatism, intolerance, censorship, and economic and social restraints. Thus we can see in Thomas Gray’s â€Å"Elegy Written in a Country Churchyard† expressedly deals with the social issues prevalent during their time particularly the wide gap between social class and the opportunity to attain greatness. These lines in the poem captured these views: â€Å"Let not Ambition mock their useful toil, Their homely joys, and destiny obscure; Nor Grandeur hear with a disdainful smile The short and simple annals of the Poor. † Look more:  the importance of being earnest satire Gray’s tone throughout the poem is filled with regret. One can sense that something important is lost. This emotional tone captures the injustices that exist in the society due to wealth. He was actually voicing his opinions clearly against social class prejudices that was apparent during that period. In Jonathan Swift’s A Modest Proposal also tackled the social ills during his time. This satirical essay used allusions to English oppressive attitudes toward the Irish. This is apparent in these lines â€Å"I grant this food may be somewhat dear, and therefore very proper for Landlords, who as they have already devoured most of the Parents, seem to have the best Title to the Children. † He also pointed out criticisms on England on the way it mistreated Ireland: â€Å"For this kind of commodity will not bear exportation, and flesh being of too tender a consistence, to admit a long continuance in salt, although perhaps I could name a country, which would be glad to eat up our whole nation without it. â€Å" At first glance, the poem appeared to be criticisms heaped on England. But upon closer inspection one can also sense that Swift was expressing his sentiments on the conditions in Ireland, more specifically the can-do spirit of the times that pervaded the community which misled people into thinking that they can cure all social and economic ills specifically fix population and labor issues. Swift’s Modest Proposal talked about â€Å"a burlesque of projects concerning the poor†, that were considered fashionable in the early 18th century. Eighteenth Century Literature is characterized by extreme rationalism and skepticism which gave rise to deism or the belief in the existence of God which became the main theme in the succeeding era of Romanticism. This era is considered as the Age of Sensibility which of course clased with the ideals of the Middle Ages. Towards the end of the period, an intensifying focus on instinct and feeling instead of judgment and restraint was noted paving the way for the Romantic Literature. Romantic Literature During the period of Romanticism, industrialization was introduced. Steam engine was developed and this caused expansion of cities and a number of migrants leaving the countryside. Poor people flocked to the city. Issues such as class-conflicts and concerns on environmental pollution were prevalent. This developments in the era prompted the poets and the writers to seek solace in the beauty of nature. Thus, in most of their literary works we can see the universal theme of Mother Nature being the true cause of wisdome and the antidote to industrialization. Philosophers particularly Jean Jacques Rousseau tackled pertinent issues such as the supremacy or dominance of nature over civilization. A group of poets called Lake Poets from England espoused this philosophical view. Lake Poets comprised of a group of friends such as William Wordsworth and Samuel Taylor Coleridge. The work of these two poets reflect their sentiments perfectly. These Romantic Poets utilized emotions and reflections in their poets to get their message across. Wordsworth’s `I Wandered Lonely as a Cloud`and Coleridge’s `The Eolian Harp` reflected their thoughts about nature and how much they value it. â€Å"I Wandered Lonely as a Cloud† by Wordsworth is about the beauty of nature and the need for introspection. This is best captured in the last lines of the poem: â€Å"For oft, when on my couch I lie In vacant or in pensive mood, They flash upon that inward eye Which is the bliss of solitude; And then my heart with pleasure fills, And dances with the daffodils. † Nature after all is best understood and appreciated in solitude. Solitude here however does not mean loneliness but inner peace or tranquility which is the by-product of being in commune with the natural order. Samuel Taylor Coleridge’s `The Eolian Harp` also tackles the beauty that nature brings. The Eolian Harp is a stringed instrument which produces music when placed in an open window allowing breeze to pass over it. The eolian harp was often used by poets in the Romantic period to represent creativity. Just like Wordsworth’s poem, it sought to cope with pensiveness and nature as the solution or cure for this pensiveness as apparent in the first lines of the poem: â€Å"My pensive SARA ! thy soft cheek reclined Thus on mine arm, most soothing sweet it is To sit beside our Cot, our Cot o’ergrown With white-flower’d Jasmin, and the broad-leav’d Myrtle† Coleridge and Wordsworth, however, have different versions of romanticism. Coleridge wanted to make the paranormal â€Å"real† or believable. Wordsworth’s idea of romanticism is to stir the imagination of readers using real characters. Victorian Literature During the Victorian Era (1837 – 1901), novels and poems were no longer written mainly to please the aristocratic few but to make an impression and cater to the tastes of the much larger middle class. The novels were also getting wider acceptance around this time. In this era, romantic images of the past were extolled. The writers use everyday language and combine it with classical and traditional language to symbolize the ushering of modernity in the Victorian period. At that period, the economy was developing, the nobility was gaining less prominence, and the class structures were vanishing. There is a expressed need for Victorian poets to find a voice that would capture the essence of their time and place. Rudyyard, Kipling ` Danny Deever` attempts to portray the inner turmoils of a man about to be executed. The poem is about military execution parade with Danny Deever. â€Å"What makes you look so white, so white? † said Files-on-Parade. â€Å"I’m dreadin’ what I’ve got to watch†, the Colour-Sergeant said. For they’re hangin’ Danny Deever, you can hear the Dead March play, The regiment’s in ‘ollow square — they’re hangin’ him to-day; Danny is to be executed by hanging because he killed a fellow soldier while he was asleep. One can sense the concerns of the soldier. Another important poet in the Victorian Era is William Ernest Henley who wrote â€Å"Invictus. † His poems were largely based on his personal reflections of his life and his situation being an amputee who suffered tuberculosis of the bone. â€Å"In the fell clutch of circumstance I have not winced nor cried aloud. Under the bludgeonings of chance My head is bloody, but unbow’d. † The common theme that ran through the poems is about struggles in life. Danny Deever struggled with his work as a soldier and in Invictus, struggles against disease was obvious. Literature in Victorian era is largely characterized as certain, conservative and objective. Writers in this area had learned to live with realities plaguing them be it social, economic and religious. Certainty in both poems come in the form of death and struggles. The views during this literary period were predominantly conservative especially when it came to social perspectives. The upheavals the people experienced during the romantic era had died down in the Victorian era. Much of the poets’ works around this time served to link and prepared writers as they paved way for the modern era. The literary pieces around this time also tended to reminiscing the past particularly the stories in the classical literature and the medieval literature of England. The Victorians cherised the the heroism, chivalry and nobility of the knights in the past and hoped to recapture that behavior in their period.

Politician vs. Statesman Essay - 672 Words

nbsp;nbsp;nbsp;nbsp;nbsp;Politician and statesman are two terms that are used to define a political individual, and usually collaborate in their meanings. Many times, these two works can be used as synonyms when describing an individual, but they do have their subtle differences. Both a politician and a statesman are defined as â€Å"man who is a leader in national or international affairs† or â€Å"a man who is a respected leader in a given field† (http://dictionary.reference.com/search?q=statesman / http://dictionary.reference.com/search?q=politician). Although these two words are termed the same, they do have their differences in their actual meanings. A politician is someone who attempts to gain personal advantages, most likely by†¦show more content†¦George Washington also made the decision of limiting a president’s power to where he could not have such authority as that of a dictator or such other type of leader. Alexander Hamilton: I would also call Alexander Hamilton a statesman. Hamilton’s six part plan to relieve the United States of its foreign and domestic debts was indeed for the good of the country. Also, Hamilton called together the Continental Congress to amend the Articles of Confederation and proceeded to carry it out in a fair and just manner. Finally, Alexander Hamilton refused to join Aaron Burr’s campaign because he believed Burr was in it for the wrong reasons and principles (http://www.colonialhall.com/hamilton/hamilton.php). James Monroe: I would say James Monroe was a politician because he opposed the ratification of the Constitution because it would centralize the country and it would not directly benefit him in any way. In addition, he was strong connected to the racial wing of the Republican Party who opposed Madison’s election. He agreed with many of the ideas that Thomas Jefferson also believed in (http://www.infoplease.com/ipa/A0760590.html). Thomas Jefferson: I would label Thomas Jefferson as a politician because of the fact that he was the leader of the untitled â€Å"leader† of the Democratic - Republican Party. Jefferson opposed the idea of a centralized government and was for the idea of more power towards the individualShow MoreRelated Statesman VS Politician Essay664 Words   |  3 Pagesget thrown around loosely, a politician and a statesman. However, there is a difference between the two. A Politician is a leader engaged in civil administration whose main objective is to get elected. Human affairs are not that important to him, he just wants the title. A Statesman however takes interest in human affairs and works for the common good to help people. (http://www.dictionary.com) nbsp;nbsp;nbsp;nbsp;nbsp;George Washington can be defined as a Statesman. 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Symbolism in The Storm Essay - 624 Words

Symbolism in â€Å"The Storm† â€Å"The Storm†, written by Kate Chopin in 1898, examines the uncontrollable desires of a young wife, lured into the arms of her past lover as her husband and son are caught in a storm. Bobinà ´t and four-year-old Bibi are running errands when the storm suddenly hit. Bobinà ´t’s wife, Calixta was at home sewing when she noticed the severe storm happening outside. When Calixta went outside to gather some clothing, her old lover Alcà ©e asked for shelter during the storm. Through her use of symbolism, Chopin gives the reader her feelings on the love affair between Calixta and Alcà ©e. Chopin’s uses symbolism in her use of different colors throughout the story. The color white is mentioned multiple times in the story. White†¦show more content†¦But, in the midst of the mayhem there is a sense of peace and harmony within the walls of her home. When Alcà ©e first arrives at Calixta’s home, the rain has just started getting bad. The sexual tensio n between the two of them heightens when lightning strikes a tree and scares Calixta. This causes her to throw herself into Alcà ©e’s arms for protection. While they are in the throes of passion, the rain reaches its full force. By the time Alcà ©e and Calixta have finished their affair, the rain has stopped and the storm has moved on. It seems as though the rain has washed away their sin of adultery, because when they walk outside the world is shiny and bright. All this time, Bobinà ´t and Bibi have been waiting at the store. When the storm finally passes, they are able to go home. On their way, Bobinà ´t is afraid that his wife will be angry with him for taking so long at the store and for not being presentable. To his surprise, when they come in the backdoor, Calixta is fixing dinner and is in a wonderful mood. She checks them over to make sure they are dry and unharmed. She seems genuinely happy to see her husband and son. However, when Bobinà ´t gives her the treat he picked up for her; she only kisses him on the cheek to show her gratitude. This reinforces the suspicion that they are in a loveless or passionlessShow MoreRelatedEssay about Symbolism of â€Å"The Storm1512 Words   |  7 PagesKate Chopin wrote the short story â€Å"The Storm† one of her most bold stories and did not even intention to publish it (Cutter 191). The two main characters in the story are Calixta and Alcee. They both used to be attracted to one another in previous years, but now they are both married to someone else. After Alcee arrives to Calixta’s house looking for shelter they are driven into a passionate moment. In the story â€Å"The Storm† the storm has a significant meaning; without it the affair of Calixta andRead MoreThe Storm By Kate Chopin869 Words   |  4 PagesKate Chopin’s short story, â€Å"The Storm.† Calixta went outside of her marriage for a sexual affair with Alcà ©e when he unexpectedly showed up and a storm came through. The three most prominent literary elements that were addressed in â€Å"The Storm† were foreshadowing, symbolism, and setting. First, there is foreshadowing in the story. Bae and Young agree that foreshadowing is when a story implies that something will happen in the future without saying it (1). In â€Å"The Storm,† an example of this is on theRead MoreEssay on A Storm of Emotion in Kate Chopins The Storm817 Words   |  4 PagesThe Storm of Emotion Usually a storm creeps upon us, hits a luminous climax, and then fades away into nothingness.   In The Storm, Kate Chopin develops a parallel between a rainstorm and an emotional storm in a woman’s life.   Chopin uses symbolism to depict the feelings of relationships that are as unpredictable as that of a raging storm.   Ã‚  Ã‚   In the time frame that this story is set, many major life decisions things are made taking into account one’s duty to family - including theRead More The Storm Essay1004 Words   |  5 PagesThe Storm The purpose of this paper is to analyze The Storm by Kate Chopin. In this paper we will look at the setting, atmosphere, plot, character, foreshadowing, symbolism and theme of this story. Setting and Atmosphere This story is set on a sultry afternoon in south Louisiana near Biloxi. The body of the story takes place in Calixtas home during a fierce summer storm. The atmosphere is charged with electricity and sexual tension caused by the storm and the unexpected arrival of Alcà ©eRead MoreIrony And Symbolism In The Interlopers By Saki760 Words   |  4 PagesUlrich and Georg were neighbors that fought so hard that they determined that the death of the other would be better than talking it out. â€Å"The Interlopers† by Saki tells the story through Irony and symbolism to express the idea that petty feuds will get you nowhere because we all die eventually. Symbolism was shown throughout the whole story using the wolves, flask and the friendship they gained. â€Å"I would never fire a shot on your land,... I will be your friend. They put aside their ugly and meanRead More`` Blown Away `` By Josh Kear And Chris Tompkins Use Symbolism And Imagery1046 Words   |  5 Pagesgood. He failed the young girl by tearing her down and making her life miserable. In â€Å"Blown Away†, the authors Josh Kear and Chris Tompkins use symbolism and imagery to show the difficulties the girl face as a child and how she finds hope for a better future. One device the authors use to portray hope is symbolism. The first way the song exhibits symbolism is through the tornado and the destruction is causes. Carrie Underwood sings, â€Å"The weather man called for a twister / she pray it blow down† (linesRead More Analysis of The Sick Rose Written by William Blake Essay661 Words   |  3 Pagesthou art sick! The invisible worm That flies in the night, In the howling storm, Has found out thy bed Of crimson joy, And his dark secret love Does thy life destroy. In this essay, I chose to write a bout â€Å"The Sick Rose†, which is a short poem written by William Blake, focusing on the metaphorical language and the symbolism used in it. Though this poem is difficult, I like its deeper meaning and the symbolism. I think that Blake succeeds in giving us a very brilliant work in a few linesRead MoreThe Story Of An Hour By Kate Chopin886 Words   |  4 PagesIn Kate Chopin â€Å"The Story of an Hour†, the reader is presented with the theme of prohibited independence. In Kate Chopin â€Å"The Storm†, the scenery in this story builds the perfect atmosphere for an adulterous affair. The importance of these stories is to understand the era they occurred. Kate Chopin wrote stories with exceptional openness about sexual desires. In â€Å"The Storm†, a short story written by Kate Chopin in a time when women were expected to act a certain way and sexual cravings was consideredRead MoreThe Storm by Kate Chopin1332 Words   |  6 Pagesnoticed about Kate Chopin’s â€Å"The Storm,† is that it is utterly dripping with sexual imagery and symbolism. Our heroine, if you will, seems to be a woman with normally restrained passions and a well-defined sense of propriety, who finds herself in a situation that tears down her restraint and reveals the vixen within. I wonder if it was intentional that the name Calixta makes me think of Calypso – the nymph from Greek mythology. If half of the sexual symbolism I found in this story was intentionalRead More Images, Imagery, Symbols, and Symbolism in Macbeth Essay610 Words   |  3 PagesImagery and Symbolism in Macbeth   Ã‚  Ã‚   In Macbeth, William Shakespeare uses extensive imagery and symbolism throughout the course of his play.   Shakespeare uses this imagery and symbolism so that the reader may gain a deeper understanding and feeling for the happenings of this tragedy.   This is further demonstrated by Shakespeares use of darkness in Macbeth.   As one of the more noticeable and important symbols, darkness represents many different elements in the play.   First and foremost

Essay on Blabla - 605 Words

Away In Airdrie Summary †Away in Airdrie† Is a short story by James Kelman. It ´s situated in Scotland and deals with football. In the story we meet three characters. Danny, Uncle Archie, and Betty, Danny’s mother. In this short story, Danny is the narrator and we are reading the story from his point of view. Danny is going to Airdrie along with his uncle Archie to watch Glasgow Rangers play at Broomfield Park. Danny is ashamed of uncle Archie, who is an alcoholic football fan. Even though he is irresponsible he is also really generous to Danny. The point of no return is where Danny accepts to go to the cafà © by himself, meanwhile Uncle Archie decides to go drink some beers with his fellows at a pub. Archie forgets about Danny and†¦show more content†¦3. Describe the conflict of the story. How is the conflict solves? - The conflict in the story starts the moment Uncle Archie decides to give nephew Danny tips to buy cup of chocolate at a cafà ©, in the mean time Archie goes to a pub to get some beers. Archie drinks, beer after beer and forgets all about time and Danny. Danny waits outside the pub and hopes that Archie will come out, but it never happens, that’s when Danny finally decides to head home. Danny successfully get ´s on the right train, sadly it crashed. That ´s the conflict and the way it got solved. Obviously this conflict isn’t solved in the way it should be, uncle Archie should definitely have had more self-control. What Danny did was really mature, but maybe he should have had tried calling his mom. 4. Is there a message in the story? - The message in the story is to always think of family above everything else, nothing should come between a family and definitely not alcoholics. When an adult get ´s a responsibility (A kid in this case) they should be more likely to understand that there would be nothing more important than the responsibility. Uncle Archie forgets all about that when he goes to the pub to get somethingShow MoreRelatedSocial and environmental variables affect cognitive development. Cognitive development focuses on1300 Words   |  6 Pagesexperience and not through passive learning. Vygotsky’s sociocultural theory was his main focus and it helped him make sense of a person’s cognitive development through the way they interaced with others and emphasised on one’s social interaction (blabla). Vygotsky focused on how learning consisted of gathering knowledge and skills from the social community and the different attractions a person observes (v2); a process known as internationalization. His theory was based on two key concepts, firstRead MoreReducing Consumption Of Sugary Drinks Essay865 Words   |  4 Pagesconsumer. 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Challenger Disaster free essay sample

The Space Shuttle Challenger disaster has been well investigated and analysed as a typical management case by numerous researchers. Although the disaster is the direct result of a technical issue, the hardware failure of a solid rocket booster (SRB) O-ring caused by abnormally low temperatures, there is an unambiguous relationship between the disaster and numerous organizational factors such as communication (Gouran et al. 1986), leadership decision-making (Fisher, 1993 and Heimann, 1993) and individual behaviour in a stressful environment (Boisjoly et al. , 1989, Romzek and Dubnick, 1987). Arguably, all parties involved contributed to these issues, possibly outweighing the technology aspect. This paper will address fundamental questions relating to the organizational causes of the disaster. What organizational factors contributed to the accident? The organizational factors contributing to the disaster are centred on the following three issues. The first issue is the serious communication breakdown was between NASA and Morton Thiokol. According to historical records, Boisjoly (2006), the former Morton Thiokol engineer, had â€Å"ordered the Marshall Space Flight Centre (MSFC) to present a preliminary report prior to formal FRR meetings† after noticing the design flaw of these primary seals on the two field joints as early as 1985. We will write a custom essay sample on Challenger Disaster or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Boisjoly subsequently brought the problem to the board’s attention. Nevertheless, until 1986 the issue had not yet been resolved although NASA had classified it as ‘an emergency’ matter. Not only Boisjoly, but also other engineers such as Thompson (1985) reported the O-ring seal problem to their managers, and highlight that it had become ‘acute’. Attempts to make the issue clear were ultimately disregarded by the management groups. The second issue is the excessively vertical rather than horizontal and collaborative decision making process of senior managers. As investigated after the accident (CST, 1986), the disaster could have been avoided if NASA and Morton-Thiokol managers had paid attention to the recommendations of the technical staff, and taken scientific decisive action to solve the increasingly serious problem. NASA managers made the final launching decision without the support of Morton Thiokol managers, not heeding the repeated warnings of engineers regarding the abnormal low temperature at the launch location (Rogers Commission, 1986). The third issue is the decision-making behaviour of people under intense pressure. According to the view of Romzek and Dubnick (1987), NASA made the hasty final launching decision under the pressure of the White House, because delaying the launch could cause potential loss of economic and political support for the space program as well as damage the overall reputation of the program. The same accountability pressures also had an impact on Morton Thiokol, which undertook transferring pressure of NASA with fear of contract loss. These pressures influenced the final decision ‘that set an overly ambitious launch schedule’. How did the forces of ‘reason’ and ‘emotion’ influence the decision to proceed with the launch? The Challenger disaster is an example of how, in an organisational setting, pressure and fear can lead to irrational behaviour on the part of the leaders and decision-makers involved. Irrationality connotes a lack of reason, which can be brought about via emotionally charged situations. The Thiokol team were put under intense pressure by NASA to carry out the launch and ultimately succumbed to fears of recrimination rather than follow their instincts and better judgment. They held the knowledge that multiple lives were at stake, thus illustrating the power of the forces of reason and emotion in organisational behaviour. George proposes that â€Å"emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organisations† (2000). It can be argued that Thiokol and NASA were operating under a deficiency of emotional intelligence. This is apparent in their systematic ignoring of clear and persistent calls to redesign the O-ring. The Rogers Commission report outlines Marshall engineers Leon Ray and John Q. Miller’s attempts to elicit a redesign by issuing memos including the words â€Å"resulting in catastrophic failure† (1986). By ignoring such blatant warnings, Thiokol and NASA, the acting leaders in this endeavour, eschewed the responsibility to even merely address this emotional outcry. Thereby, they failed to understand and deal with the serious emotions of concern from Marshall and failed to manage their fears of failure by not admitting that problems exist and being committed to a solution. No reason or logical explanation for their actions can be found. This behaviour and the decision to proceed with the launch can be seen as an illustration of what Tourish and Robson call â€Å"threat-rigidity theory† (2006). This theory ties into the idea that speaking up or voicing concerns threatens â€Å"the vital interests of an entity† and the desire to always be seen in a â€Å"positive light† (Tourish and Robson, 2006). Ultimately, as the Rogers Commission report supports, since Thiokol and NASA lacked emotional intelligence in the organisational context they could not manage their emotions of fear, pride and complacency. How did the relations between NASA and Morton Thiokol affect the decision? In NASA’s Space Shuttle Program, the organizational structure was a vertical (tall) differentiation structure consisting of four levels (George and Jones, 2006). Level I was a final authority to determine launch readiness (Gouran, et. al. , 1986) and NASA engineers and managers were operating together. However, one issue of this structure was that it was highly autonomous and the entire managerial system became more complex, bureaucratic and political accountable (Vijay, 1996). Morton Thiokol was a contractor producing the Solid Rocket Motor (SRM) for the NASA team. When Thiokol’s engineering and managerial teams discovered the abnormally low temperature, which could cause a potential technical failure of O-ring, they provided a recommendation to NASA teams to postpone the time of the shuttle launch until noon or later on 28 January. However, NASA’s Level III managers strongly disagreed with Thiokol’s engineering analysis. They thought this was an ‘acceptable risk’ which was based on scientific method supported by sufficient testing and data. According to the Challenger case analysis by Vaughan (1996), the Challenger accident was due to the normalization of organizational deviance and misconduct. The normalization of organizational deviance was the outcome of the changing socially culture of NASA’s workgroup and production. Indeed, in NASA’s organizational structure, it can be seen that the decision-making power is highly centralized. Centralization is described as â€Å"the concentration of authority and responsibility for decision-making power in the hands of managers at the top of an organization’s hierarchy† (Buchanan and Huczynski, 2010). It can affect an organizational culture. In the Challenger case, NASA’s workgroup culture seemed to be ‘deviant’ and ‘inappropriate’. However, as they conformed the cultural beliefs, they still kept supporting the scheduled Challenger launch even though Thiokol explained that there existed a potential risk. As a result, it created a flawed decision-making process between NASA and Morton Thiokol. Is any one part, group or organization responsible for the disaster? Greene argues that there is a serious deficiency in communication and culture throughout the NASA and Morton Thiokol organizational structure and that both parties were responsible for the ultimate outcome (2013). The engineers failed to catch the attention of managers regarding the danger of launching the spaceship. Although engineer had alerted management to problems with the O-ring, thus communication was insufficient in preventing the tragedy (DeGeorge, 1981). As often observed, when information is transferred from subordinates to middle or senior management, it is more than likely that the truth may be twisted in favour of senior management’s preferences. The management took safety for granted and rushed to launch the space shuttle days before President Reagan’s State of the Union speech. Gouran (1986) has indicated that the decision to launch occurred under tremendous pressure. The chief engineer of NASA headquarters, Milton Silviera, should have taken the responsibility of safety, reliability, and quality assurance of the space shuttle. According to the Roger Commission report, the NASA x-range safety officer was not present at the meeting where the launch decision was made. Both the engineering and managerial teams knew of the technical defect, however, no one came forward to stop the launch. The organizational culture in NASA seems to deliberately ignore unpleasant voice (Tufte, 1997). Due to the pressure to conform and the loss of leadership at every level of management, NASA went ahead with the plan. Finally, NASA was flooded with pride because they set a precedent of success previously, and did not want to compromise their reputation. Therefore there was no room to manoeuvre (Silver, 2012). How might NASA’s own culture have contributed to the disaster? As this case identifies, the primary cause of Challenger’s accident was based on the ailure of the O-rings during the launch of the spaceship. Nevertheless, the processes behind this technical aspect unleash a far more distinct area that should be seen through the concept of Organizational culture. This notion is recognized by Stephen Johnson, an ‘ASK Magazine’ contributor; â€Å"Success and failures clearly have technical causes, but a system’s reliability strongly depends on human processes used to develop it, the decisions of the funders, managers, and engineers who collectively determined the level of risk† (Johnson, 2012). ASK Magazine’ is published by NASA, and the magazine points to what many argue to be the main reason for why Challenger‘s O-rings failed during take-off back in 1986. Organizational culture does have a significant impact on any organization’s performance, but not only in terms of positive and productive outcome. Edgar Schein, author of the article ‘What You Need to Know About Organizational Culture’ recognises in his text that â€Å"many have adopted â€Å"strong† cultures as a prescription of organizational success† (Schein, 2003). For NASA in the context of the Challenger disaster, the ‘strong’ culture may be seen in a more negative light due to the autocratic leadership style exercised by NASA managers at the time, in conjunction with their supplier (Morton Thiokol). This is emphasised through the comments made by a Senior Vice President of the operations where it was communicated that â€Å"a management decision [was] necessary† (Boisjoly et al, 1989) in responding to objections about the launch from engineering personnel involved in the preparation for take-off. This focus on managerial and performance related terms rather than technical and security factors was further emphasised by comments made by another manager who asked an engineer to â€Å"take off [your] engineering hat and put on [your] management hat† (ibid) in discussing whether Challenger was ready for launch. According to Boisjoly, â€Å"the process represented a radical shift from previous NASA policy. Until that moment, the burden of proof had always been on the engineers to prove beyond a doubt that it was safe to launch. NASA, with their objections to the original Thiokol recommendation against the launch, and Mason, with his request for a â€Å"management decision†, shifted the burden of proof in the opposite direction† (ibid). Power and politics in organizations: the impact of authorities decisions-making, their responsibilities and authority NASA as a governmental organization has a vast organizational scheme that engages in a wide range of activities. LaPalombara ,et a(2001) stated that considerations of power and its exercise are ubiquitous in public/political-sector organizations. There was a political pressure on NASA to show to the public that the shuttle Challenger’s program was not at the experimental stage anymore like Apollo was but is now completely operational, and reliable enough to attract commercial businesses. However, the decisions to reduce the federal finance of the program along with the pressure that NASA was facing in terms of unrealistic flight schedule due to commitments to government, have contributed to poor decision making from the launch managers. The pre-launch conferences (Groupthink, 1989) unveiled some flaws, which led to the Challenger disaster. These flaws included an environment in which decision-making was under pressure. For Vaughan, these decisions have contributed to the development of a new organizational culture that allowed some degree of technical flaws. Many entities were present in the organization; several private firms have contracts to assist in the launch process of NASA’s STS launch missions. For Cohen and Axelrod (1984), this condition of multiple accountability, formal and informal, implies that political organizations are considerably less autonomous than private-sector organizations. Another impact of power and politics in organizations is â€Å"the teacher in space† program. With this program, President Reagan was showing his support of education, but it put NASA under pressure to promote the image that shuttle flight is safe and should be perceived as normal airline travel. LaPalombara argues that Normative considerations are endemic to public/politicalsector organizations, because they are directly or indirectly involved in what Easton (1953) once called ‘the authoritative allocation of values’. What does it mean to manage a complex system? Perrow (1972) argues that complex systems should be avoided. Yet, complex systems in organizations such as NASA and hospitals cannot be avoided (2003). As these institutions will remain in existence, the risk of errors and mistakes is heightened. Communication is a central theme in complex system management. There should be focus on communication from managers to non-managerial staff (Dennis Tourish and Paul Robson, 2006). Seeger and Ulmer (2003) stated the collapse of Enron was partially caused by a failure on the part of its senior managers to maintain adequate communication systems capable of transmitting information about organizational problems. Managing change is also crucial: Managers of such organizations do not limit at redundancy, they also proceed to organizational and cultural changes. We have seen the changing of institutional expectations in NASA’s environment. Consequently, its structure began taking on an organizational ambience that supported compliance to administrative needs. That was a response to pressures. Organization components were supposed to work closely together but that was not the case among Marshall, Kennedy and Johnson space centres. These organizations acted independently with poor communication and extensive bureaucracy. Conclusion Managing a complex system of organizations such as NASA and Thiokol requires employees in key positions to be able to identify and address problems properly, while simultaneously being involved in the decision-making process and security manners. As explored in this analysis, a range of factors from bureaucracy to emotional intelligence and group think all make up for factors that can contribute to a compromise in judgement. These issues are of tantamount importance because, as we have seen, in the case of the Challenger disaster consequences of ignoring these issues can be catastrophic.