The College Culture Essay Example for Free

The College Culture Essay One of my most distinct characteristics is that I am a Born Again Christian. Being a Christian is a way of life not just a set of practices. My religion defines who I am and dictates my actions. Being a Christian influences how I speak, what clothes I wear and what activities I engage in. Our church is an evangelistic church and so we’re encouraged to invite people to church activities. One goal of this study is to find out how an outsider receives these invitations. It will also be found out what factors determine the non-Christians’ response to such invitations. Being a Christian has changed how I act in situations and most people I know have adjusted to my principles. Some have also generalized my personal principles such that when they meet other Christians they assume the latter will act the same way as I do in a given situation. Thus another aim of this study is to see the effect that interactions with Christians has on the perception of Christians as a whole. In order to achieve these goals interviews will be undertaken: one with a person practicing a different religion and another with a person with no professed religion. The interview will start with a discussion of what, in the interviewee’s perspective, is a Christian. Questions pertaining to how Christians may be differentiated from non-Christians will also be asked. This will be followed by whether or not the interviewee has ever been invited to a Christian gathering before and how he or she responded to this invitation. Next, the interviewee will be asked to relate a memorable experience with a Christian. Finally, the interviewee will be asked to assess based on his interactions with Christians how he believes Christians perceive non-Christians of the same religious belief or non-belief as him. It must be borne in mind that the interview itself might be misconstrued as a means to invite the non-Christian to church. The interviewee of another religion may even become defensive and this would confound the answers given. Therefore, from the onset it should be made clear that the purpose of the interview is to improve Christians’ relations with non-Christians and to correct any Christian practices which promote negative impressions. As Patton stated in his work, an interviewer must be able to build trust at the onset of the interview and the purpose for the interview must be made clear to the interviewee (1987). The topic of religion isn’t so much a welcomed concept particularly because of the rivalry and conflicts that have arisen â€Å"for the sake of religion. † In order to prevent the interviews from being another venue for such arguments, a collaborative approach will be encouraged through the research. As it has been emphasized in other studies, research isn’t a means to exploit the â€Å"other† rather it is a means to reach a mutually beneficial conclusion regarding overlapping interactions of different cultures (Fitzgerald 2005; de Munk Korotayev 2000). Analysis of Interview Material Interviews were conducted with two non-Christians (see Appendix A and B). As was indicated to the respondents, this research has been conducted in order to improve interactions of Christians with non-Christians. As has been discussed by past researchers, a cross-cultural study should benefit not just the researcher but also the person studied (Gibbs 2001). The very essence of collaborative research is that all parties to the study are benefitted by the findings. Such a conclusion may be reached through the results of the present study. The responses of the respondents may be classified into several dimensions. The first is how past interactions with Christians have affected the respondents’ perception of Christians. One respondent showed that a positive experience with a workmate allowed him to see Christians in a better light. Despite having had many negative experiences with Christians, a positive personal experience with several Christians was able to lessen his negative impression of Christians in general. On the other hand, the other respondent whose personal experience with Christians was negative has now generalized the impression and applied it to all Christians. Therefore, the personal experience with Christians is more important in forming an impression of what a Christian is. However, for persons with deep-rooted biases against Christians due to external factors, such as intercultural conflict, the personal experience only tempers the bias but doesn’t altogether eliminate it. This is the case with the Moslem respondent interviewed. It must therefore be asked what qualifies as a positive experience. In the case of the Moslem respondent, the positive experience consisted of the Christian attempting to understand the former’s religion. It can be seen from the second appended interview that one of the reasons why a negative impression was held of Christians is because â€Å"I leave them alone to believe what they want. They could at least extend the same courtesy. † This shows that the respondent also hopes for some tolerance from the Christians she encounters. Furthermore, when asked how she felt regarding being invited to her mother’s Christian gatherings, the respondent showed that she felt irritated because she had already made it clear that she didn’t wish to go. From the above, it can be seen that a first step towards a positive impression is a manifestation of tolerance on the part of the Christian. This tolerance required in cross-cultural interactions of religions aids in the facilitation of interactions between their subcultures (de Munck Korotayev 2000). This is important particularly since the growing complexity of society ensures that the religious cultural units will interact in one regard or another. However, as evidenced by the Moslem respondent, this tolerance is not sufficient to overcome the in-bred conflicts that religious differences have fostered between cultural units. Therefore, a greater level of understanding between cultures is necessary in order to bridge the gap between religions. In order that this might be achieved the respondents reflect some insight. The agnostic respondent stated, â€Å"But the fact is that they can’t explain why they believe what they do. They can’t even explain half of what’s written down in the Bible. † The Moslem respondent on the other hand stated, â€Å"But there are those who seem to know about the love that their Jesus taught. I have no problem being friends with people like that. † The above statements show that Christians need to know about the foundation of their own faith in order to be able to preach it to others. A failure to understand their own religion comes across to non-Christians as insincerity. This insincerity renders the religion in itself doubtful. Non-Christians would thus be even more unwilling to learn about a religion which was understood and misapplied by its own followers. Finally, the interview shows that in order that Christians might become more effective in interacting with non-Christians they should be able to engage in a bottom-up process. What normally occurs when Christians invite other people is that they become imposing yet they don’t make the effort to understand the factors which the person being invited must consider before giving a response to the invitation. In order that they would be able to connect with the person being invited they must be able to understand how the other perceives them as Christians. The Moslem respondent stated, â€Å"I think they think the same we do about them. That we are wrong in our belief. I think that a lot of Americans are afraid of Moslems though. † This shows that he believes that Christians are as stubborn in their belief as he is. Therefore, an invitation from them would mean an attempt at conversion. Being a firm believer of Islam, he would of course say no as he would have no desire to be converted. Therefore, the Christian should be able to explain to the non-Christian the purpose of the invitation, particularly if it is for the reason simply of being able to get to know the other person better. In answer to the question of how she felt when being invited, the agnostic respondent was able to intone a similar response, â€Å"Annoyed. I mean, they just don’t seem to get a clue. If I wanted to go to church I’d do it without any prodding. † This shows that the method being employed by the Christian mother was no longer effective. In fact, it hadn’t been effective for a long time already. And yet, she didn’t change her approach or try to talk with her daughter in a more personal manner in order to understand the daughter’s aversion to religion. The respondents gave answers regarding how they defined what a Christian was. In both answers it is evident that they perceive Christianity as a set of practices and rituals. The essence of Christianity as a lifestyle and as a relational interaction was lost to them. Having learned about their experiences with Christians, it isn’t surprising that they feel this way. It’s clear therefore from this study that in order to improve cross-cultural interactions between Christians and non-Christians a more personal interaction should be encouraged. This interaction should be imbued with a sense of tolerance for the other and a desire to understand the situation and motives of such other. References De Munck, V. A. Korotayev (2000), â€Å"Cultural Units in Cross-Cultural Research,† Ethnology, 39(4), 335-448. Fitzgerald, T. (2005), â€Å"Cross-Cultural Research Principles Partnerships,† Management in Education, 19(1), 17-20. Gibbs, M. (2001), â€Å"Toward a Strategy for Undertaking Cross-Cultural Collaborative Research,† Society and Natural Resources, 14, 673-687. Patton, M. Q. (1987), â€Å"How to Use Qualitative Methods in Evaluation,† CA: Sage Publications. Appendix A: Interview with a non-Christian practicing a different religion Interviewer: Good afternoon. First, thank you for agreeing to meet me for this interview. Before we begin I just want to remind you that the purpose of this study is to better understand the interactions of Christians with members of other religions. Your answers will be used only for the purpose of this study and for no other purposes. Having said that, are you willing to participate in this study? Respondent: Yes. I: Thank you. First let’s start with some information about you. Is there a religion that you practice? R: I’m a Moslem. I: How long have you been a Moslem? R: Well, I was born into a Moslem family so I can say that I have been practicing my faith since I was born. I: In your perspective, how would you define a Christian? R: Well, Christians are people who believe that Jesus is God and not Allah. We Moslems also believe in Jesus but he is only a prophet and only Allah is God. I: Have you ever interacted with Christians? R: Of course. Most people here are Christians and so I have to deal and talk with them every day. I: Have you ever been invited to attend a Christian gathering? R: I work with some Christians who have once or twice asked me to go to an activity or concert. I: Did you go with them? R: No. It’s not allowed in Islam to acknowledge other gods. I don’t see the point of going anyway. It would be a lie for me to pretend to believe what they would say there. I: How did you feel when you were invited? R: It was a little awkward. I didn’t understand why they would want to. It’s not like I would go with them. But at least they don’t give me a hard time about being a Moslem. I: Are there Christians who do? R: Sure. It’s not new. There are really those types. I: That’s interesting because I also wanted to find out how you think Christians view Moslems. How do you think Christians view Moslems? R: I think they think the same we do about them. That we are wrong in our belief. I think that a lot of Americans are afraid of Moslems though. Everyone seems to be afraid we’ll turn into Osama Bin Laden or something. I: Thank you for sharing that. I’d like to ask you now about some personal experiences you’ve had with Christians. Is there any particular instance, good or bad, that you shared with a Christian that sticks out from your other interactions? R: I remember this one guy at work, the same guy who invited me to that concert at their church, he asked me once about Islam and he seemed genuinely interested. He tried finding similarities between Islam and Christianity. He was pretty nice. He just struck me as different from most Christians and I appreciated that he tried to understand my religion and didn’t just base his impression on what other people were saying. I: Alright, you’ve been very responsive so I have only one last question left. As a whole, how would you describe Christians? R: Well, most Christians don’t know their own religion. There are some who take it too far and they can be really condescending. But there are those who seem to know about the love that their Jesus taught. I have no problem being friends with people like that. I: [Respondent] that concludes our interview. Thank you very much for your time. Appendix B: Interview with a non-Christian without any professed religion Interviewer: Good morning. First, thank you for agreeing to meet me for this interview. Before we begin I just want to remind you that the purpose of this study is to better understand the interactions of Christians with members of other religions. Your answers will be used only for the purpose of this study and for no other purposes. Having said that, are you willing to participate in this study? Respondent: Sure. I: Thank you. Let’s start with some information about you. Is there any religion that you practice? R: I don’t exactly believe in organized religion. I: Was there any religion that you used to practice? R: Well, we used to say a prayer at the dinner table before dinner. But that was a long time ago. I just don’t see the need to anymore. I: Alright. Well, as I told you earlier, the focus of this interview is Christians and their interactions with others. So to start off, how would you define a Christian? R: Well, Christians are people who read the Bible, believe in God, pray, sing praise songs, all that. I: Have you ever been invited to a Christian gathering or activity? R: Sure. My mom used to make me go to church with her. She hasn’t stopped pestering me about it yet. I: Do you ever go? R: Not since I could say no without getting grounded. I: Why don’t you? R: Like I said, I don’t see the purpose. I mean look at my dad, he doesn’t go and he’s alright. If prayer is all there is to it then my mom is probably praying enough to save all of us. It just doesn’t seem important. I: How does it make you feel when you’re invited? R: Annoyed. I mean, they just don’t seem to get a clue. If I wanted to go to church I’d do it without any prodding. Besides, if God were real then they wouldn’t have to work so hard to make the rest of us believe in Him. It all just seems like a whole bunch of lip service. It gets tiring. I: It’s very helpful that you’re talking about your family and how they are active in practicing Christianity. But apart from your family have you had any other interactions with Christians? R: Sure. They’re all the same. Preachy. When you ask them about why they’re doing it though it all boils down to cop-out faith. Who can argue with that? I: Is there any particular experience you’ve had with a Christian that strikes out? R: I have this housemate who’s all about religion. She keeps leaving little cards with psalms on them in my things. I just find it a little irritating that she can’t just accept that I don’t do that kind of thing. I: The interview is going well so far so I only have one last question. How do you describe Christians in general? R: Well, Christians can be really devout about their faith and about having other people believe the same thing. But the fact is that they can’t explain why they believe what they do. They can’t even explain half of what’s written down in the Bible. Even worse, they can’t understand that other people just don’t want to believe the same things that they do. I mean, it’s not that I hate god. I just don’t believe he exists. And they act like that makes me the worst scum on earth. I leave them alone to believe what they want. They could at least extend the same courtesy. I: Thank you so much. Your responses have been really helpful. That concludes our interview.

Body as a form of capital

Body as a form of capital Baudrillard writes that Beauty is such an absolute imperative because its a form of capital (1998: 132). Analyze the role of the body as a form of capital (addressing the specific practices and implications) with reference to one particular form of body work (e.g. an occupation, a consumer practice e.t.c). This essay would focus on the body form of a bodybuilder as a form of capital. Bodybuilding being a form of capital is said to add value to an individuals body. This value could be economic, social, cultural and symbolic (Bourdieu 1986). Physical capital is most usually converted into economic capital (money, goods, services), cultural [for example] education and social capital (social networks which enable reciprocal calls to be made on the goods and services of its members) (Bourdieu 1978, 1984, 1986) in Shilling 2003, p. 111. Our conception of beauty is shaped by the media. Bourdieus analysis of the body involves an examination of the multiple ways in which the body has become commodified in modern societies in Shilling 2003, p. 111. This is why Bourdieus theory of social reproduction would be used intensively to explain why Baudrillard wrote that beauty is such an absolute imperative because its a form of capital (1998: 132). This would be done in relation to Bourdieus physical capital to the body. It was stated by Bourdieu that This refers not only to the bodys implication in the buying and selling of labour power but to the methods by which the body has become a more comprehensive form of body capital; a possessor of power, status, distinctive symbolic forms. (In Shilling 2003, p. 111). So in relation to bodybuilder the practices of the bodybuilder would be taken into account, e.g drug taking to enhance the muscles and the implications of such behavior. Beauty is an absolute essential in our society; it allows for individuals to feel really confident with themselves and hopefully in their endeavors to be able achieve success, as in our current environment greater emphasis is placed on peoples physical appearances. This could make a huge difference between failure and success. This aspect can be linked to Marchands parable of the first impression, which states first impressions brought about immediate success or failureà ¢Ã¢â€š ¬Ã‚ ¦ the reason one man gained a promotion or one woman suffered a social snub had become less explicable grounds of long-standing favoritism or family feuds (1985, p. 217). This could be related to bodybuilding as if one is not muscular enough; they might not enter for a show or competition. This idea of presenting ones self in an acceptable manner in a bodybuilding sector of society would have made individuals feel good and helped increase their self esteem amongst their peers thus ensuring happiness; this could hence be linked to the social capital as they would gain increased connections. The implication and practices of being a bodybuilder would most probably be the idea that they are trying to make themselves feel confident in the body they are in. The ideal of feeling confident could be said to be on a personal level, on an economic level for these bodybuilders, they would be able earn money, earn a living for what they do. And on a social capital level, they would be able to earn a status amongst their peers because according to Klein image is everything (1993, p. 3) and that the goals of competitive bodybuilders are not simply to be champions but to become Mr. Olympias and Mr. Universe (Ibid, p. 3). This could also link to the symbolic capital. Contributors to the recently established sociology of the body (e.g. Nettleton and Watson 1998, Shilling 1993) reference Giddens (1991) when contextualizing a burgeoning social scientific interest in bodily matter. According to Giddens, contemporary society (what he terms high or late modernity) is a post traditional order where the self, like the broader institutional context in which it exists, has to be reflexively made (1991: 3) in Monaghan 1993, p. 4. So in relation to the body builders it could be suggested to what Monaghan calls striving to create the perfect body (1999a in Monaghan 1999, p. 708). So in the case of the bodybuilders, they practice using body enhancement medication so that they could work and reach that potential. This can be illustrated again by Monaghan bodybuilding, a project like activity (Bloor et al 1998) adopted by the denizens of the late modernity, represents one choice (among many) for sustaining a coherent narrative of self (Giddens 1991). It can be a rgued that in a post traditional world there is confusion, as science has taken over traditional authority, so it can be argued that bodybuilders take risks. It was stated by Monaghan that bodybuilders who are steroid users, are engaging in chemical, not just social constructions (Bloor et al 1998: 41); hence the beneficial possibilities of science and technology become double edged, creating new parameters for risk (1999, p. 726). Advertising is said to have given rise to why so much importance is placed on the human body. It has always proposed the idea that it can fix any imperfection of the body and that such solutions are available to anyone who is ready. This can be related to Marchands Democracy of goods. Maguire Stanway stated images of ideal bodies seem to be very important in contemporary society (2008: 1). This is why Liess et al 1997: 7 argued that advertising is one of the great vehicles of social communication and Williams [1961] 1993:321 stated that advertising is an institutionalized system of commercial information and persuasion. This may be why it was suggested by Hitzler 1988 that the individual has to recognize and acknowledge the body and self as flawed, inadequate or at least incomplete, and identifying areas for transformation and the appropriate tools, practices and experts to perform that work. The self, in other words, becomes a do-it-yourself project (in Beck and Beck-Gernsheim, 200 2: 3). Consequently, the advertizing system dictates to society what the body should look like. The implication of a bodybuilder, it is the idea of the drug taking. They do not think of the negative consequences that these drugs would have overall on their wellbeing. That is why Giddens argues that the conditions of late modernity have important implication for psychic processes as well as the body. The reflexivity of the self extends to the body, where the body is part of an action system rather than merely a passive object (Giddens 1991: 77) For him the body is reflexively mobilised, available to be worked upon by the influences of high modernity (1991: 218) in Monaghan 1993, p. 5.The advertising system needs conforming/passive individuals so as to achieve their goals. They look for the weaknesses that individuals dread on and use that to their advantage, and those who conform not would most probably not achieve their potential goals. The advertising system makes it a norm that pe oples body is meant to look a certain way, and if you dont look that way that which the system proposes, then the individual would be picked on. With advertising practices constantly being portrayed to the public and the increasing idea given to the public that they can fix whatever faults they have on their body. The more likely individuals are exposed to these ideas, the more they are to succumb to this culture of paying so much attention on their body. Consequently be looked on as being self obsessed. Laschs book called The culture of narcissism describes the major changes that occurred in the 1970s explained by Cashmore 2006: 101, It describes the apotheosis of individualism, in which self centered feeling or conduct reached its highest state of development. After the turbulent 1960s in which people all over the world challenged and subverted traditional ideals, values, and norms [] Their rebellious efforts changed hearts and minds, but not the material facts. So, they retreated to purely personal pre-occupation, according to Lasch, getting in touch with their feeling, eating health food, taking lessons in ballet or belly dancing [à ¢Ã¢â€š ¬Ã‚ ¦]overcoming the fear of pleasure. (1980:4) Thus advertising and marketing would constantly be producing the tools for reshaping appearances (Maguire Stanway 2008: PAGE). In the context of bodybuilding, these tools could be the use of drugs/steroids to make their muscles bigger. Bloor et al. 1998 Bodybuilding, perhaps more so than others athletic pursuit, is a socio-cultural environment which normalises the instrumental use (as opposed to abuse) of steroids and accessory drugs (Monaghan 1999, p. 707). Moreover, the implication of bodybuilders would continually change their body so as to continually fit with what the bodybuilding system and advertising has in trend as a result fit in society and feel a sense of belonging. This can be further illustrated by Arnold and Price who stated that the second mode of self-making is the authoritative performance in which feeling of community, acceptance and belonging arise from shared participation or shared rituals (20 00: 155 cited in Maguire Stanway 2008, p. 9). This could be related to the related to the symbolic and the economic capital. The symbolic capital in the sense that society accepts bodybuilders using drug so, when these individuals achieve that body, they would be more likely to get jobs so, it works in a two way advantage, they get the job they want (economic capital) and the bodybuilding industry get the labour that they pay for. In contemporary society, greater emphasis has being placed on the body as well as beauty and being beautiful as its seen as part of forming ones identity. This can be illustrated by Shilling (2003) who argued that there is tendency for the body to become increasingly central to the modern persons sense of self-identity. People are starting to think more and be concerned of how others view and perceive them. This could be said that their body is for other to gaze at it, an example could be given from Pumping Iron 2: The women, the scene at 3 minutes 07 seconds where they all had to show off their body, to an admiring audience who were all applauding. This could be related to the narcissistic self as Cashmore stated the narcissist depends on others to validate his self esteem, observed Lasch. He cannot live without an admiring audience à ¢Ã¢â€š ¬Ã‚ ¦ for the narcissist, the world is a mirror (1980: 10 in Cashmore 2006, p. 102). This could be said to a certain extent that these bodybui lders need society to approve of their body. They want their body to be adored. The act of thinking of ones body on how people perceive them could be said to link to the other directed self. (WHICH LINKS TO PARABLE OF FIRST IMPRESSION (EWEN 1999, MARCHAND 1985) this could link to the body form of body builder in the sense that the first impression that one gets from them is that they are very strong. Woodward further stated that one only has to think of the rewards received by professional sports people across the world, to see how bodily performances can be exchanged for financial rewards. Nightclubs and discos frequently employ body-builders as bouncers, while prostitutes use their bodies to earn a living Woodward 1997: 88. It can be argued that different classes treat their bodies differently, as Shilling stated according to Bourdieu that the working class tend to develop an instrumental relation to their body as they have little time free from necessity. The body is a means to a n end à ¢Ã¢â€š ¬Ã‚ ¦ 2003, p. 114. It was also argued that workers who use their bodies all day in heavy manual labor tend to have little time for what they see as pretension of jogging and health and fitness centres [à ¢Ã¢â€š ¬Ã‚ ¦] the working class are concerned to spend their efforts on weightlifting and activities directed towards strength, both field in which manual dominance can be asserted (ibid: 114). So in relation to the body form of a bodybuilder, according to Bourdieus theory, they would be classed as a working class, as they are only wanting to survive and strive through life with what their body can achieve for them financially. Whereas it can be said in relation to Bourdieus theory that the dominant class differ such gratification, the dominant class, used their body for cultural, social capital etc this can be illustrated by Shilling who stated that dominant classes have the time and resources to treat the body as a project with variants according to whether the e mphasis is placed on the intrinsic functioning of the body as an organism, which leads to the macrobiotic cult of health, or on the appearance as a perceptible configuration, the physique, i.e. the body for other (Bourdieu, 1978: 838; 1984: 212- 13). The dominant class tend not to be overly concerned with producing a large, strong body, but with a slim body better suited to the world in which economic practice is constituted more strongly by the presentation of self (Wilkes, 1990: 118) in Shilling, p. 114 The body is also said to have possessed power and freedom in our current society whereas in previous society (Traditional Society) there were restrictions and people did not have the choice to do what they wanted. The personality rather than character has come to be much more important in contemporary society which was stated by Warren 1979: 212-26 in Ewen 1999). Thus great power is placed on the individual, as a result, they are allowed to do what they want with that power, consequently, citizenship duty and work no longer seem to be important rather attractiveness, creativity and a fascinating personality is much more preferred in the society. As it was further argued by Shilling from Bourdieus angle that in traditional societies, power is exercised more directly by one embodied individual over another, whereas in contemporary society the modern body has a far more complex role in the exercise of power and the reproductions of social inequalities (2003). That power in relation to t he bodybuilder is the possession of medicine. Monaghan stated Empirical data on perceptions of the medical profession, risk, and bodybuilders various sources of ethno-scientific knowledge, suggest that medicine is simply one authority among many in the construction of the self and the body within late modernity'(1999: 707). This refers to the muscle enhancement drugs. Baudrillards point of view, he suggests that the body has today become an object of salvation (Baudrillard 1998). This further illustrates how the body is viewed in contemporary society and portrays the amount of freedom that individuals possess thus bodybuilder take pride in themselves and worship their body as they believe it is the way they would be able to achieve their goals. This can be related to the culture of narcissism based on the individuals point of view as Cashmore stated that there are two dimensions of the culture of narcissism: on one hand swatches of people abandoned their collective endeavours and co ntented themselves with individual quests for satisfaction and happiness: yet, on the other, they depend on each other for confirmation that they are looking and feeling good (2006: 102). This therefore means that, although they have this individual power, they still need other people to validate them. Baudrillard (1998), the body is no longer flesh [à ¢Ã¢â€š ¬Ã‚ ¦] but is taken up again in its materiality as narcissistic cult object so in relation to body building, it could be seen that individuals who take part in these activities are vain and think too much about themselves. Cashmore in relation to the narcissistic self that these individuals are getting in touch with their primordial sense of self (2006) According to Shilling 1993 the idea of physical capital is easily grasped by thinking of ways in which sports men and women convert physical ability into income or the ways that models, or even prostitutes use their bodies for material gain (www.aare.edu.au.01pap/lig01450.htm). Of course the ways in which the opposing classes of our society use their body would be totally different. And it could be said they view beauty differently because of the way the body is treated, to illustrate this idea Shilling argued that bodies are also formed through the development of taste [à ¢Ã¢â€š ¬Ã‚ ¦] preferences, lifestyles which are rooted in material constraints (2003: 113). Bourdieu also argued that the act of labour are required to turn bodies into social entities and that these act influences, people develop and hold the physical shape of their bodies and learn how to present their bodies through styles of walk, talk and dress in Shilling 2003: 112. Thus it can be argued that both types of b odies are a source of physical capital. Consequently, the body bears the indisputable imprint of an individuals social class (Bourdieu, 1984) in Shilling 2003, p. 112. Thus, people develop preferences for what is available to them Shilling 2003, p. 113 Lasch saw no harm in any of these pursuits in themselves, but he rued the break with history, the turning away from collective activity, and the switch from trying to change society to changing oneself. Personal well-being health, and psychic security became the motivating goal for the generation that had earlier wanted to change the world (Cashmore 2006: 102) From a theoretical stance one could posit that it is only within a deregulated and essentially postmodern world, where people have the freedom to explore the self and the body in new ways (Kelleher et al. 1994: xxii) that such activity is possible. An empirical illustration of the thesis that the body is less and less an intrinsic given, that we perceive them to be more pliable and are actively seeking to alter, improve and refine them (Giddens 1991, Nettleton and Watson 1998) in Monaghan 1999, p. 708 This is because an individuals body is never fully finished. While the body is implicated in society, it is constantly affected by social, cultural and economic processes (Bourdieu, 1985) in Shilling 2003, p. 116 à ¢Ã¢â€š ¬Ã‚ ¦. With the resources, to treat the body as a lifelong project. 2003, p. 112 Bourdieu states bodies are involved in the creation and reproduction of social differences, more specially, they bear the imprint of social class because of three main factors: an individuals social location; their formation of their habitus; and the development of their taste in Woodward (1997). This can then be said as to why Bourdieu believe that the body is a bearer of value in contemporary society in Shilling 2003, p. 111. And that the body is in continuation of many changes this is why Bourdieu emphasized The body is an unfinished entity which develops in conjunction with various social forces and is integral to the maintenance of social inequalities à ¢Ã¢â€š ¬Ã‚ ¦ in Shilling 2003, p. 113 WORD COUNT 3,067

Accountability In Administration

Accountability In Administration Accountability in pubic administration is very important aspect to be taken care in every country. The integrity, transparency and accountability are basic principles of public administration and governments must have a check and balance methods to check their bureaucracy for their integrity and honesty. These principles must be adopted and exercised in the country as well as in public administration. The accountability must be done in administration for having transparent and integral government system. Transparency refers to the reliable information keeping and providing citizen services of the country and integrity refers to the honesty and making sure that is no corruption in public and citizens dealings and also no misuse of powers by the public administrators. Public administrators and state heads must develop accountability criteria and the process of accountability must be fair and not one sided. All public administrators and political leaders must be aware of these rules and regulations to abide by so that there are no weaknesses in the process which can be taken for granted by the public servants and politicians. The first basic step in accountability process in public administration is to recognize the efficacy of power. The power or authority is necessary to carry out any development programs and transparency, integrity and accountability can not be obtained by simply cutting powers of administrators (McKinney and Howard, 1998). There is another issue with power that the struggle for attaining more and more powers between bureaucrats, if not eliminated, this conflict can be taken as advantage in future. Accountability is a complex process rather than just tackling the abuses but this practice is essential to attain governmental and public goals. Public trust on departments and government is very important in a democratic country and this can be only achieved by having a fair and strong accountability process in the country. When some public officer misuses its powers and he use these powers for himself instead of using for public service delivery. This also breaks trust of citizens towards public administrators and the government itself. The unethical decisions and acts performed by the public officials are also accountable. The other types of issues in public administration which may arise are blaming of errors on other officer then himself, leaking confidential information, fabricating time/quality/quantit y and reports, misusing of expenses allowed, taking gifts/favors in exchange of preference or personal benefits to clients, taking unnecessary days off and taking extra time for breaks like lunch and dinner etc are some examples of acts by public administrators which must be accountable for ensuring integrity and transparency (Gordon and Milakovich, 2009). In short, accountability is the process for ensuring that public money and powers must be used effectively and with honesty for only public services and country. There must be no misuse of any public power or money by the public administrators and government itself. This also brings trust relationship between the public and the government and its departments. Accountability is a process which must be adopted in every department of the country. Efficiency and Effectiveness Efficiency and effectiveness are important in public administration. Efficiency and effectiveness is desired in every aspect of public administration like utilization of funds by tax payers effectively and efficiency of utilization must be careful, constructive and productive for the public. Effective public administration and services are important because this respond well to the public needs and in a timely situations which are also the political demands of the ruling government and adopt such low cost efficient and effective process which are well targeted, honest, transparent and according to the public interest of the country. Efficiency refers to attaining a goal with least possible cost and resources which is also important to public administration. It is always much more needed to be done in public services and administration than before with spending least resources and achieving more and more productivity. Effectiveness refers to make sure the work done is according to public demands, accountability process is carried out and democratic process is observed (Box, 2009).The decisions made in public sector are according to demands of public which are concluded by the discussions of citizens, discovering issues, developing policies and rules, and managing public administrators to implement these services and programs. Public administration can be effective and efficient if the processes adopted by public administrators are efficient, fast and according to needs of the government and public. E-government processes bring efficiency and effectiveness in the public sector by minimizing the time scales on public level and inter-department communication and processes. E-government enables the public administrators and departments to offer citizen service through one click and their precious time saved. E-government includes online services provided to citizens of the country. This increases the efficiency and effectiveness in spending public money and for right purpose (Cloete and Petroni, 2005). The success of any government and public administration can be measured by efficiency and effectiveness. Peoples point of view regarding the effectiveness and efficiency can be measured time to time by conducting satisfaction surveys, consultations with people directly, and direct individual interaction. The policies must be made keeping in mind about what public requires and where it must be spend and where it must not be spend. In conclusion, efficiency and effectiveness are two basic principles of public administration which must be present in any successful administration. Public administrators who make their policies with consultation of public, consider their requirements and also take feedback about their policies are successful and spending public money honestly, effectively and reliably. The spending of public money must be done according to citizens needs and different tools can be adopted for finding what public needs and requires by the government and public administration. Public services must be delivered effectively and efficiently so that there most of the output can be achieved with the public money and resources. The Legitimacy of the Administrative State The legitimacy of the administrative state claims that it offers opportunities to community engagement and also provides a method for scientific decision making. Rohr (1986) emphasized that the blending of executive, legislative, and judicial powers are aligned according to the separation of powers in a democratic community. He argued that the legitimacy of the administrative state was originally meant for American Senate. It provides a sustainability and permanence to the government system of America and playing a balance role in different constitutional departments of the country government. It also focused on the limitations present in representations in the House of Representatives. The legitimacy of the administrative state empowers future public administrators for playing their own autonomous role by selecting one of constitutional masters where might be clash with one another (Spicer, 2007). Rohr worked on two basic principles: the people of the country if follow illegitimate powers and this is happening in present political environment, a legitimate state must be present to avoid such things. The question of legitimacy of the administrative state was emerged two centuries ago. The legitimacy was questioned because the constitution was not providing base for such an organization. Legitimacy can be accomplished by the state itself by focusing on how it functions and progress for supporting legislations and government. It was supposed before that elected members of the house policy making activities and other relevant activities with evolvement of such policies and how these activities are carried out to present the legitimacy of the administration as well as government itself. Bureaucratic legitimacy is based on the scientific method and professionally. To ensure legitimacy in the administrative state, administrative staff plays their part professionally and specialty. Citizens must trust government because the legitimacy can only be achieved in this case. The legitimacy of the public administrative state can be accomplished by means of expertise, public service, leadership qualities, and vision. Public administrators are responsible for the legitimacy of the state by having direct communication with the community by using their bureaucratic expertise, vision of the government, political leadership and best public service delivery. The legitimacy of the administrative state brings the sustainability to the country and ultimately to the state itself. In conclusion, the legitimacy of the administrative state is the responsibility of the public administrators. They must deliver effective citizen services with honesty and ensuring that the vision of the government is achieved. These efforts bring the legitimacy of the state in view point of the people of the country. The state is considered as stable and strong in terms of its constitution and legislative actions. The legitimacy of administrative state also empowers the government to accomplish their policies and people who elected them to the house must trust them to bring legitimacy. The Politics-Administration Dichotomy The Politics/Administration Dichotomy idea was suggested by Woodrow Wilson in his article The Study of Administration. This article is considered as the base of public administration. The dichotomy offers an enduring image to elected political members, public officers, and students of the public administration. This depicts the real issues of policy and administration decisions which struck in government. Politicians or elected members are liable to make policies agenda and decisions on policies and public servants are liable to administrator programs and providing public services to the community. This dichotomy is meant for eliminating politics in the government departments and leaving politicians to make policies who are elected members by people of democratic country. This has been observed that it is effective to create boundaries of public administration and developing a normative relationship between the public administrators and elected politicians in a democratic community (Svara, 1998). Wilsons suggested that a dichotomy must be present between determinations of government policies must be via politics while its enforcement must be non-political administration. He also emphasized on public sector approach of business like and science of administration. These all formed the public administration early 1940s. This politics-administration dichotomy was used already in Europe a century earlier. It is observed that Wilson essay regarding politics-administration dichotomy is ambiguous (Sapru, 2006). It presented for the first time in American history which focused on the required scientific and systematic study of public administration. His politics-administration dichotomy also urged on professional education which is important of higher education to bring professional bureaucracy in the country. By adopting this dichotomy he appointed on the partisan basis and implies his political power to support his policies and programs. He also successful to bring image of government where administrators were dependent on political and partisan chief executive of the country by adopting approach of centralization and executive leadership while allowing administrator to administrator the internal management matters by giving discretionary powers. Brownlow (1956) was a famous consultant of public administration matters praised the idea of politics-administration dichotomy presented by Woodrow Wilson. In his essay he wrote that Wilson laid a foundation for the study programme which is for everyone in the country who is interested in art or science of public administration. In the modern era, Woodrow Wilsons role in the public administration is not denied. However, it might be argued whether he is founder of the public administration or only a dominant personality for the growth of public administration in America. Wilsons essay about the public administration was part of the administration and politics as the social, political and intellectual ferment till the 19th century. This essay presented the ideas on how to tackle the rapidly changing American economy, social and political-administrative order. The Issue of Representation The issue of representation is present across the globe in public administration. This issue comprises on gender, race, or ethnicity factors. The public administration of any country must be comprised of all races, genders and ethnic groups. The effective representative bureaucracy offers a public administration of all people in terms of demographics so that true representation of all groups is involved in decision making process of the public administration and government. The active representation occurs in bureaucracy when they represent the views of those with similar demographic backgrounds (Kellough, 2010). The representation issues must be tackled down to increase public services quality. Female representation is another major issue in public administration. Because females can only understand better what females of the country need and what policies must be developed to make sure that the public services are offered effectively and efficiently. The demographic diversity must be present in the public officials for tackling diversified issues like religious, ethnic, gender or any other demographic issues. Poor people must be provided with their representation in public administration and government so that all representatives of the community are present. If there is no representation of the poor than there are chances that policies are made only for the landlords, businessmen and corporations. The black people representation is very less in American government and public administration departments and these also created problems for black community. This lack of representation evolved many problems and the trust of black people broken on government (Mosher, 1994). The representation issues are more emerged when there are immigrants and these people representation is not present in the administration. This also creates miscommunication and does not develop trust relationship among immigrants and the public administration. Similarly, the race, ethnic and gender issues creates such problems. The communication gap bears obstacles in developing a trust relationship among government, administration and public. The effectiveness and efficiency is also compromised due to such environment. The representation must be according to the demographics of the country, state and local level. All people must have their proper representation. Females must have their own representation in the public administration as well as in House of Representatives so that all policies and rules are made according to the needs of the females in the country. Minorities must also be represented in the government and in public administration so that the laws must be aligned acco rding to their beliefs and religious independence not compromised. In conclusion, the true representation of every class must be present in the administrative departments and government. This true representation enables government and administrators to develop and implement according to the needs of the people in specific demographics. Equal gender rights must be present in the country and community and this is only possible than there is equal representation of males and females in decision making process. The responsible public administrator Cooper presented the idea of The responsible public administrator in which suggested that the primary responsibility of the public administrator to deal with public interest with honesty and common good responsibility emerged from the fiduciary role of public administration (Boje, 2008). In this the public administrators were the individuals possessing and relied on their own expertise and neutrality. The action taken by such administrators was relied on the scientific and neutral principles. Cooper emphasized on that responsible public administrator knows how to decide an ethical choice in which one might be involved in right action versus wrong action and even sometimes right action versus right action. The individual must build up the skills of moral imagination which involves the capability to create a movie in our minds which must consider the dynamics of the environment in which ethical choice must be taken care (Menzel, 2007). The goal for the responsible public administrator is to bring up the ethical situation of the public servant and develop creative reflection of this situation while not only laying down the public service values (Cooper, 1990). This emphasized on how the public servants are responsible to act ethically and not to take advantage of their powers. Also, public administrators must behave ethically during their public service and do the value-based decisions during while performing their duties. The responsible public administrator must know how to act in a situation where the right action versus the wrong action and in some cases, right action against the right action. The decisions for such actions must be ethical no matter what environment is and also according to values of the government business. Coopers framework provides a solid base for all aspects of public administration involved in decision making and make sure that the public administrator must balance the professional, personal, and organizational values. This framework enables the public servants while they are performing their duties to take decisions neutrally and ethically. Their decisions must be according to the rules and regulations of the government and must not violate any political and governmental rules. The framework not only literate the public administrators about ethics, in fact it demands the actions ethically and practically neutral. In conclusion, the responsible public administrators are important for the democratic government and citizens of the country because these administrators take decisions on all public and national matters neutrally and ethically and also take care of their actions must be according to the law. The democratic government must be successful if they have responsible public servants because there are the people who act upon the government decisions. The democratic government only succeeds by fair play and the public administrators are one of key players of this fair play. These administrators take decisions based upon actions which are right and valuable for community and the country rather than just decision making.

The Character of Brutus in Julius Caesar Essay -- Julius Caesar Essays

The Character of Brutus in Julius Caesar      Ã‚  Ã‚  Ã‚  Ã‚   Brutus was a very important character in the play Julius Caesar written by William Shakespeare. He helped plan a plot against one of the most powerful people in Rome and killed the king to be. Brutus was well renowned for his deep thinking, his honor, and most importantly, his belief in stoicism.      Ã‚  Ã‚  Ã‚  Ã‚   Brutus's stoic qualities played a major role in his character. He trusted his wife Portia very much. In fact, he trusted her so much that he was even going to tell her about the plot against Caesar.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   "You are my true and honorable wife,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As dear to me as are the ruddy drops   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   That visit my sad heart"   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ( II, i, 289-290)    She cared very much for him. She was willing to slice her thigh open just to prove her loyalty and trustworthiness to her noble husband. He also cared very deeply about his wife and he loved her very dearly.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   "O ye gods,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   render me worthy of this noble wife!"   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ( II, i, 303-304)    Because of his profound stoicism, Brutus did not seem to show his graditude much when Portia killed her self. He simply drank wine to get ride of the pain and told Cassius to never speak of his wife again.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   "Lucius a bowl of wine!   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I did not think you could have been so angry,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   O Cassius, I am sick of many griefs.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Of your philosophy you make no use   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If you give place to accidental evils.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   No man bears sorrow better. Portia is dead.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ha! Portia!   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   She is dead.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How 'scaped I killing whe... ...   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ( I, ii, 79-90)    Brutus had thought very deeply about joining the conspiracy. He had stayed up all night brooding about it. He feared that Caesar was gaining too much power and that soon Caesar would become king. If Caesar became king Brutus's dreams of Rome's Democracy would be shattered.      Ã‚  Ã‚  Ã‚  Ã‚   In conclusion Brutus was a very well respected man in Rome. He helped restore Rome to its original Democratic system. He ended up killing himself at the end of the play because of all the pressure. He had said at the end when he killed himself that      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   "....Caesar, now be still.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I killed not thee with half so good a will."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ( V, v, 50-51)    Work Cited: Shakespeare, William. Julius Caesar. Ed. Alan Durband. London: Hutchinson & Co. Publishers Ltd., 1984.   

Jay Gatsby is a Sympathetic Character in Fitzgeralds Great Gatsby Essa

In F. Scott Fitzgerald’s The Great Gatsby, Jay Gatsby provides the reader with a unique outlook on the life of the newly rich. Gatsby is an enigma and a subject of great curiosity, furthermore, he is content with a lot in life until he strives too hard. His obsession with wealth, his lonely life and his delusion allow the reader to sympathize with him. Initially, Gatsby stirs up sympathetic feelings because of his obsession with wealth. Ever since meeting Dan Cody, his fascination for wealth has increased dramatically. He even uses illegal unmoral methods to obtain hefty amounts of wealth to spend on buying a house with â€Å" Marie Antoinette music-rooms, Restoration Salons, dressing rooms and poolrooms, and bath rooms with sunken baths.† (88) His wardrobe is just as sensational with â€Å" shirts of sheer linen and thick silk and fine fennel.† (89) Gatsby buys such posh items to impress Daisy but to him, Daisy herself is a symbol of wealth. Jay remarks, â€Å"[Daisy’s] voice is full of money.† (115). For him, Daisy is the one who is â€Å" High in a white palace the king’s daughter, the golden gir...

IT and Customer Relationship Management Essay

Read the Harvard Business School case for Maru Batting Center, # KEL688. The optional technical note, Using Customer Relationship Management to Analyze the Lifetime Value of a Customer #KEL695, can also help walk through the exercises. The data in Excel format is available for download in the course package, #KEL691. Answer the questions below based on only information presented in the case and your understanding of the case. You may answer the questions in either essay or bullet points form. Be concise and substantiate your answers with logical arguments and flow of thoughts. Question 1 What is the customer acquisition cost for Maru Batting Center (MBC) for the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 2 Without discounting cash flows to take into account the time value of money, how soon will MBC break even on the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 3 Taking into account the time value of money and assuming that 100 percent of a customer segment will have experienced attrition once the net present value of annual profits per customer falls below  ¥100, what is the lifetime value to MBC of the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 4 Little League representatives have approached MBC from the nearby Chiyoda ward who are eager to gain the jersey subsidy the Minato ward has enjoyed due to the company’s sponsorship. Because the parents of Chiyoda Little Leaguers will have to travel a greater distance, Maru believes there will be a lower response rate (8 percent) and a lower retention rate (65 percent), which she can make up for by purchasing slightly lowerquality jerseys, reducing the cost of sponsorship to just  ¥600 per player. However, the Chiyoda ward representatives demand that theirs be the only ward receiving such a sponsorship, which means MBC must choose between the two wards. The Chiyoda representatives argue that because their ward has twice the number of Little League customers, it is more attractive than the Minato ward. Should MBC pursue the Chiyoda ward sponsorship? Explain your reasoning.

Opening the Books for change at Norwest Labs Essay

Change at Norwest Labs In 1991, Jean Crà ¯Ã‚ ¿Ã‚ ½pin, the CEO of Norwest Labs initiated a series of events which would significantly alter the face of his company. Norwest had reached a point where it could no longer grow without becoming prohibitively inefficient. The decision-making responsibilities, which up to now had been centralized in the hands of its CEO, would now have to be delegated to subordinates in order for Crà ¯Ã‚ ¿Ã‚ ½pin to address issues of a more strategic nature. With the help of external consultants, Crà ¯Ã‚ ¿Ã‚ ½pin went on to modify his organisation with the hope of creating a decentralised, business-oriented company of empowered individuals. Unfortunately, by 1994, it was becoming quite clear that the transformation had not been entirely successful. The Symptoms Via the change process, Crà ¯Ã‚ ¿Ã‚ ½pin had hoped to redirect certain behaviours to bring them more in line with his new company objectives. While the process did modify behaviour, it did not, unfortunately, lead to the desired ones. Worse, it even brought about undesired behaviours that had previously been absent. The clearest sign of the unsuccessfulness of the change process expressed itself in employee disorientation. Several behaviours attested this state including, confusion about the bonus system, new job descriptions, and Norwest’s relationship with a former partner turned competitor. There seems to also have been clear apprehension as to the future of the company and confusion as to interdepartmental as well as hierarchical relationships. Perhaps the most disturbing sign that things were not going according to plan was the appearance of animosity at Norwest. Following the company’s restructure, conflicts began erupting between the CEO and general managers who were clearly angry about losing some of their independence. Conflicts also appeared between the more business-oriented staff hired after the reorganization and the more technically oriented staff hired previously. At a broader level, the company even began to experience tensions across departments. The change process also seemed to have brought about increased employee apathy, as can be seen from declining morale, the indifference displayed towards any goals that gain sharing might serve beyond handing out pecuniary rewards, and the continued apathetic tolerance of an opaque bonus system, whose favouritism and unfairness had been widely criticized and yet accepted. Perhaps the most striking evidence that the change process had not reached its goals can be seen in the poor performance displayed by the employees who were promoted as a result of it. There seemed to have been a collective inertia among them as they refused to be empowered and continued to rely on Crà ¯Ã‚ ¿Ã‚ ½pin for decision-making. They even went as far as being cynical of the new employees who were more in line with company objectives. The Causes In order to correct the behavioural challenges identified in the previous section it is imperative that we determine what caused them. To that effect, we will analyse the situation at Norwest using the tools provided by the organizational behaviour theories of change, culture, leadership, motivation and empowerment. The Change Process As mentioned previously, Norwest underwent important changes in 1992. These changes, unfortunately, did not bring Norwest to the point where its CEO had planned that they would. We will examine the change process in two parts. First, we will try to get an understanding of why the change process failed. Later, we will try to see how the changes could have caused the undesirable behaviours currently taking place at Norwest. By understanding the direct causes of the undesirable behaviours we hope to be able to stop them. By understanding how the change process failed we hope to be able to devise a new course of action for Norwest that will allow it to become the kind of company its CEO had hoped it would become. Lewin’s Change Model Lewin provides us with a concise model for managing change. It consists of three steps: unfreezing, moving and refreezing that must be consecutively followed in order to maximize the chances for success. It is this model that we will use to understand what went wrong at Norwest during the months in which the changes were implemented. The unfreezing phase, according to Lewin, is the stage where the organisation is readied for the upcoming changes. In the case of Norwest, it appears that this stage was, at the very least, hurried through. It is unclear whether Crà ¯Ã‚ ¿Ã‚ ½pin even conducted a readiness assessment. While he clearly, had a good idea of what the driving forces of the changes were (increasing competition, desired growth and regulation changes), he neglected to consider what restraining forces might be working against him. Many of these resistance factors might have successfully been predicted, like the fact that some employees would reject empowerment and attempts to change the existing bonus program. Finally, Crà ¯Ã‚ ¿Ã‚ ½pin clearly failed to arouse dissatisfaction with the status quo and to involve employees in the decision-making process. The second phase of Lewin’s model, the moving phase, is the stage where the actual changes are implemented. While Crà ¯Ã‚ ¿Ã‚ ½pin clearly had his own mental blue print for the upcoming changes, he failed to establish specific goals for the initial changes and, as a result, created, in his employees, unnecessary confusion about the company’s future direction. Most importantly, Crà ¯Ã‚ ¿Ã‚ ½pin did not institute small, incremental changes. Instead, he created, all at once, a corporate services division where accounting, marketing, information systems and quality assurance were rounded up. This department was staffed by the promotion of employees and by externally hiring. Unfortunately, it soon became evident that many of the promoted employees were out of their element. Outside of corporate services, lack of openness and two-way communication led to significant conflicts between Crà ¯Ã‚ ¿Ã‚ ½pin and the general managers of the labs. The final stage of Lewin’s model, the refreezing stage, is the stage where changes are stabilized. In Norwest’s case, this stage was entirely skipped. Targets for change and company focus to meet them were not established and, as a result, no successful experiences were built. No system was put in place to reward behaviours that reinforce the changes, instead the old bonus system, which was seen as arbitrary at best and biased at worst, was kept. Finally, no structures, such as regular and objective performance reviews, were developed to institutionalize the changes. Overall, it seems clear that the change process at Norwest gave unsatisfactory results because it failed to address several significant steps of Lewin’s model for change. As a result, the changes Crà ¯Ã‚ ¿Ã‚ ½pin had hoped would occur never did and employees continued to come to him for decision-making. The Human Side of Change We saw in the previous section how the change process at Norwest was fundamentally flawed. We also quickly examined how its inherent weaknesses could have caused the undesirable behaviours we now see. We will now explore this link in more details. In this context, Kanter’s framework for managing the human side of change provides us with a powerful tool for understanding the mechanisms that triggered the employees’ reactions to the change process. In 1992, the creation of centralized corporate services at Norwest was a major source of conflict between Crà ¯Ã‚ ¿Ã‚ ½pin and the general managers. Research indicates that change is exciting when it is done by someone but threatening when it is done to someone. In the case of Norwest, while some general managers may have been involved the consultant’s review process of the organization, they were never involved in the recommendation process. As a the implementation of the consultants’ recommendations got under way, the general managers naturally started to feel that they were losing control over their position and responsibilities. This feeling of powerlessness leads people to try to reassert their control by rejecting other people’s ideas and even sometimes by behaving in â€Å"petty, territorial ways†, something that undoubtedly would fuel tensions with Crà ¯Ã‚ ¿Ã‚ ½pin. Another interesting dimension of Kanter’s model that may shed some light into this conflict is the idea of loss of face. The notion that the organization has to change and that general managers will lose authority can be inferred to mean that general managers were not up to the job. Resistance therefore becomes a way for them to oppose this conclusion and to save face. One of the major reasons why Crà ¯Ã‚ ¿Ã‚ ½pin’s culture change seems to have failed is because individuals who were promoted to corporate services did not want to be empowered. Kanter tells us that very often people tend to â€Å"resist change because of personal concerns about †¦ future ability to be effective after the change.† This seems particularly relevant in the context of Norwest whose scientists, according to Maurice, were â€Å"strong technical people, not strong business people† and who ‘did not consider â€Å"business empowerment† as being part of their job.’ Scientists may understandably have felt inadequate when entrusted with responsibilities for which they had no background or training. To a more limited extent, the more work factor is also interesting in explaining the outcome. Promoted employees may have resisted the change in their work description simply because it increased their workload beyond what they were willin g or capable to achieve. Unfortunately for Norwest, after gain sharing was introduced, the situation reached such a point that some employees began worrying that â€Å"Jean was taking the company down a path that would lead to its end.† This mistrust in Crà ¯Ã‚ ¿Ã‚ ½pin may have been the end result of too long a period of what Kanter calls excess uncertainty. Employees in companies undergoing changes need to be kept up-to-date at every step of the change process. They need to clearly know where they are heading. Although Crà ¯Ã‚ ¿Ã‚ ½pin may have clearly known where he wanted to lead his employees he may not have communicated that plan well enough. As a result, employees came to the conclusion that the continuous surprise changes were a symptom of improvised management and lost faith in their president. There seems to be a clear dichotomy at Norwest between the few employees embracing the changes (most of whom were hired after 1992) and those who do not (hired before 1992). Worrisomely, this dichotomy has led to tensions between the two groups. Tensions can, of course, be caused by the conflicting goals of both groups. It is also, however, an inevitable by-product of the differences brought about by change that has been studied and identified as the difference effect. When â€Å"different† individuals are introduced in a rather homogenous group, they make the group feel self-conscious and cause it to question its habits. This effort is burdensome and leads to irritability, which in turns leads to tensions. It is tempting to jump to the conclusion that employees are not interested in gain sharing from the reaction they displayed when first confronted with the possibility. However, a better understanding of the reaction can be achieved when studied in the light of Kanter’s past resentment factor. According to Kirk, there was clearly â€Å"a great deal of negativism surrounding [past] bonuses.† We know from research that people are more likely to resist change when they harbour unresolved past grievances. Culture and leadership In addition to the change process, it appears quite clear that culture and leadership played a significant role in the how the situation at Norwest unfolded. In a large sense, culture and leadership are bonded together by corporate blood. On the one hand, the leader impacts the company and its culture with his/her unique personality and leadership style; on the other hand, different forms of organizational culture demand and breed relevant and compatible leadership as well as resist and expel the outdated or incompatible ones. In Norwest’s case, the lack of supportive culture and appropriate leadership certainly share part of the responsibility for the failure of its first reform in 1992 and, could lead to the failure of the coming one in 1994. Looking at Norwest from a cultural perspective, we can see that it has deeply-rooted technical norms, values and beliefs. This culture was implanted and encouraged by Crà ¯Ã‚ ¿Ã‚ ½pin over the years and adhered to by Norwesters, most of whom were scientists. Because of the early success Norwest gained, we may deduce that this culture, if not supportive, was at least not obstructive to Norwest’s objectives. However, after the organizational changes were brought about, we can see that the old culture was now more or less obsolete. First, apart from Crà ¯Ã‚ ¿Ã‚ ½pin, few focused on the external environment and what it meant for Norwest. Second, Crà ¯Ã‚ ¿Ã‚ ½pin’s long-term plans alienated the employees’ whose focus was on the short-term. Third, morale was low. Fourth, cynicism was growing. Fifth, group relations deteriorated as animosity and conflict among departments appeared and finally, Crà ¯Ã‚ ¿Ã‚ ½pin, as the leader and the founder for Norwest and its culture, failed to play his role of being the hero of Norwest culture and, therefore, was objected and isolated by his subordinates with their negative reaction. Simply put, Norwest’s culture was, considering the degree of resistance, disadvantageously strong. It failed to support the mission, goals and strategy of the organization and, thus, became a liability. In order to successfully bring about changes in an organisation, effective leadership is absolutely necessary. Unfortunately, in the case of Norwest, Crà ¯Ã‚ ¿Ã‚ ½pin failed to achieve this. Not only did his leadership fail to mitigate the resistance to change, it may even have to some extent led to the undesirable behaviours currently displayed at Norwest. What Crà ¯Ã‚ ¿Ã‚ ½pin possessed was good business sense and charm derived from his personality and experience; what he lacked was the ability to selectively and discriminatively project his objectives/goals onto Norwest and its employees. To be fair, Crà ¯Ã‚ ¿Ã‚ ½pin’s leadership was not always inadequate for Norwest. Considering that most Norwesters were scientists with little business sense and skills, Crà ¯Ã‚ ¿Ã‚ ½pin tended to be more task-oriented and to tell them what to do instead of promoting self-leadership through empowerment and training. This pragmatic leadership style worked well until Crà ¯Ã‚ ¿Ã‚ ½pin himself realized its limit, as Norwest grew larger and larger. Unfortunately, Crà ¯Ã‚ ¿Ã‚ ½pin could not adapt his leadership style to effectively implement his changes. Sadly, he failed in four major aspects of successful leadership. He could not inspire employees by creating a clear and understandable vision. He could not communicate effectively, especially in crucial moments. He could not empower his employees and finally, he turned a blind eye to his own personal weaknesses and, when others pointed them out, refused to acknowledge them and change. Unfortunately for Crà ¯Ã‚ ¿Ã‚ ½pin, despite somewhat practicing a higher, more advanced form of leadership, he failed because he was not aware of the vulnerability of such leadership. Crà ¯Ã‚ ¿Ã‚ ½pin unintentionally differentiated Norwesters by their business skills. He told most old Norwesters what to do, while he allowed more business-oriented people, such as Maurice and Kirk, to participate in policymaking and even delegated to them some decision-making power. This form of situational leadership, which balances between a task and relationship orientation, could have been beneficial to Norwest had Crà ¯Ã‚ ¿Ã‚ ½pin realized what he was doing and communicated it clearly to his employees. However, his inability to do so isolated the employees with whom he shared values and attitudes through spontaneous leader-member-exchange from the rest of the company who simply took Crà ¯Ã‚ ¿Ã‚ ½pin’s attitude towards these employees as â€Å"obvious favouritism†. Another element of Crà ¯Ã‚ ¿Ã‚ ½pin’s style that produced negative results was his quiet leadership. Crà ¯Ã‚ ¿Ã‚ ½pin never seemed to bother to explain the reasoning behind some of his decisions, such as how he handed out bonuses, his corporate empowerment or gain sharing attempts. Although Crà ¯Ã‚ ¿Ã‚ ½pin was evidently being nobly selfless and, with hindsight, was leading Norwest the right way, his opaque style couldn’t help but spawn scepticism about his impartiality and professional capability. Needless to say, such doubts were devastating for morale at Norwest. Interestingly, Crà ¯Ã‚ ¿Ã‚ ½pin was quite aware of the close relationship between culture and leadership. In fact, one of his main goal was what is called leader substitution, an attempt to have a new culture, as defined by rules, policy and values take over some of the work that was accomplished by his leadership. In that way, Norwest would stand more chance to survive were something to happen to him. Unfortunately, the culture change was not a complete success and ironically Norwest now finds itself in a situation where more than ever it needs strong leadership. Motivation By all accounts, the change process at Norwest exacerbated the decreasing employee motivation. Poor performances, general disinterest and, most of all, declining morale are all symptoms of this. Because motivation is so complex and because it is so crucial for the health of a company, it will be studied independently here. Employee motivation can be clearly explained by the individual process designed by Handy (Understanding Organizations, 1993, p.38). The process is based on the idea that we are self-activating organisms and can, to some degree, control our own destiny and our response to pressure, that we can set our goals and choose the path toward them. Each of us has some needs and some desired results (our own personal objectives). The decision to do or not to do something, and the energy we put into it (the ‘E’ factor), derives from a calculus we interiorise. Each calculus, however, depends on our personality and is operated within the limits of a psychological contract (coercitive, calculative or co-operative) – between the company and the individual. What exactly is missing then at Norwest Lab that prevents the motivation calculus from operating? If we apply Hertzberg’s two-factor theory prior to the first change in 1992, we see that hygiene factors were already not completely satisfied because of problems with bonuses that people felt were arbitrarily handed out. However, satisfaction from motivating factors compensated this shortfall. After the change, however, the motivating factors once satisfied no longer were, thereby deteriorating an already fragile situation. Not only did the change impact the employees’ satisfaction, but by changing the actual scope of the job, it also somehow modified what the desired or obtainable results were. It is even possible to go further in the analysis and see how the change impacted the contract itself, passing from a calculative to a slightly more co-operative one where the calculative contract is a voluntary one, with an explicit exchange of goods and money for services rendered, while the co-operative contract requires a major identification of the employee with the organization. In addition, while Crà ¯Ã‚ ¿Ã‚ ½pin changed the company’s people orientation (as defined by Holland) from realistic (practical jobs) to enterprising (business-oriented jobs), employees maintained a realistic people orientation. It is not surprising then that employees, finding themselves structured in an unknown contract, with different goals and low motivation, responded by reducing the ‘E’ factor in th eir job. A second element further complicates the situation. While it wouldn’t be fair to say that Crà ¯Ã‚ ¿Ã‚ ½pin did not truly do his best for both his company and its employees, he clearly failed in his application of theory Y. He presumed that his employees possessed those traits that make theory Y applicable: that they want job satisfaction, that they would seek responsibility and be self-starters. Unfortunately, he simply required them to be business-oriented and self-sufficient without providing them with adequate coaching and training. In order to increase performance and morale and to reinstate a sense of team-identity, Crà ¯Ã‚ ¿Ã‚ ½pin must figure out a way to instil new confidence and motivation in his employees. There are two major activities to which Crà ¯Ã‚ ¿Ã‚ ½pin should devote his energies: 1) modify the employees’ motivation calculus variables to increase their resulting ‘E’ factor and 2) smooth his Theory Y approach to be more supportive. Though not an easy goal, this is certainly achievable if well planned and given the required efforts and resources available. Recommendations We have seen how the change process at Norwest was fundamentally flawed and how it triggered undesirable behaviours. We also saw how Norwest’s leader and culture not only failed to support the change process, but further aggravated the situation. Finally, we saw how motivation, as a result, was deeply affected. Fortunately, the situation is far from hopeless. Below are detailed a series of steps that will both reduce the actual conflicts and redefine a successful path for the company. Become a Transformational Leader Obviously, Norwest is not on course to reach the objectives set out by Crà ¯Ã‚ ¿Ã‚ ½pin. Therefore, any recommendation we will bring will involve further changes at Norwest. Crà ¯Ã‚ ¿Ã‚ ½pin must learn from past mistakes. He must adapt his leadership style to facilitate the transformation. Not surprisingly, being a transformational leader involves the application of Lewin’s change model and therefore every recommendation that follows is done in this spirit. Improve Communication with Employees The first stage of Lewin’s model involves arousing dissatisfaction with the current state. Things cannot go on the way they are and Crà ¯Ã‚ ¿Ã‚ ½pin must communicate this to his employees. Given the current state of things at Norwest, it should not be too difficult. As a transformational leader, Crà ¯Ã‚ ¿Ã‚ ½pin needs to form a vision and a plan for his company and he needs to explain them to his employees. As Lewin’s moving phase suggests, his plan must be made up of small incremental steps so that the change is less disturbing. It is important to underline how the implementation of the plan requires extra efforts from everybody and how, at the same time, it offers new excitement and opportunities for those willing to take them. A two-way communication channel should be defined during the change period, maintained and improved afterwards as an efficiency and transparency tool. This is absolutely necessary to counter the uncertainty created by change. Involve Employees in the Change Process Employees need to be aware of the change, of its reasons and of its goals. They must also see themselves as active agents in the change process. This is necessary to counter the loss of control that employees feel in times of change. It is also an integral part of Lewin’s unfreezing phase. For those employees willing to, a chance should be given to take part in change teams. The empowered teams, and the individuals that make them up, must be given well-defined goals and coached in how to accomplish these tasks. Doing this would increase motivation by matching results, needs, contract and orientation in each employee’s motivation calculus. A one-to-one communication will make the change process more effective and smooth and as a result establish more trust across the whole company. Enhancing the participation and cooperation will also boost the moving phase of the change process. Finally, the leadership role would be reinforced, implanting the idea of the leader as a chief advisor, chief guardian of principle, chief accountability officer and chief encourager of Norwest. Give Employees Greater Control over their Careers Employees should be given greater freedom in defining their role within the company. Forcing R&D guys to be business-oriented will help neither business development nor R&D. A driving message should be the empowerment of those wishing it, underlining that all the others will be able to continue their job as they did before. In such way Norwest would enhance motivation, allowing employees to retain their desired position inside the company. Following this approach and, again, communicating it to the employees will pinpoint the source of resistance and minimize it prior to change Provide Training to Employees In the change process, employees will be required to face new responsibilities and new challenges. It is absolutely necessary for them to be trained and coached; otherwise, as we saw earlier, employees will resist the change because of concerns about their ability to perform new duties. A good way to do this is through team building is to train the whole change-process team together. Training would enhance motivation, help employees understand gain-sharing more and generally smooth the overall change process. Rely on internal hiring External hiring should be limited to some few individuals recognized as bringing outstanding expertise in a field until such a time that unity and culture have been recreated. The few new-hires should be given a clear message about the culture of the company and should be trained on the internal policies and rules. Relying on internal hiring has the advantage of retaining top performers by giving them the chance for promotions. Internal hiring will also reduce the difference effect felt by employees. Define goals and performance evaluations Lewin’s third phase, the refreezing phase, involves building success experiences by setting change targets and having everyone work towards them. Consequently, each change-process team or any empowered individual should be given clear and objective goals. Goals should be set slightly over the reachable level and bonuses should be proportionate to the effort. Most important is that whatever bonus is defined for teams and/or individuals; strict rules must be set to let everybody know when and how they are evaluated. To implement such a change, coaching and evaluating processes that reinforce desirable behaviours with clear verbal and material messages must be defined. In such processes Crà ¯Ã‚ ¿Ã‚ ½pin could even credit the work that has been accomplished during the first change in 1992. Setting an appraisal and coaching process enhances corporate culture and cohesion; it helps to stabilize changes and to keep everyone on the right track in the new system. Define a Reward System Lewin’s refreezing phase also encourages the rewarding of the desired behaviour. In the case of Norwest, an inadequate bonus program is presently in effect. Crà ¯Ã‚ ¿Ã‚ ½pin should first address the issue of the old bonus plan and recognize its major flaws. Doing so will address the past resentment of employees. Discussions concerning the timing and approach to a new reward system could be handed over to the change-process team. Gain sharing could certainly be an option. The important idea is that the choice of the reward system should involve the employees. In the end, the bonus plan could even be inserted in a cafeteria-style benefit plan, where employees can choose to opt-out or not in exchange for higher salaries.