The Role of Truth in The Things They Carried Essays

The Role of Truth in The Things They Carried Essays The Role of Truth in The Things They Carried Paper The Role of Truth in The Things They Carried Paper Paper Topic: Everything Is Illuminated The Things They Carried The Purest Form of Truth: Truths Role in The Things They Carried â€Å"War is heck, yet that’s not the half of it, since war is additionally puzzle and dread and experience and mental fortitude and revelation and sacredness and pity and misery and yearning and love. War is terrible; war is entertaining. War is exciting; war is drudgery. War makes you a man; war makes you dead† (76). As per Tim O’Brien, these speculations about war are reality. Nonetheless, as O’Brien persistently reshapes readers’ idea of truth all through The Things They Carried, one rapidly comes to understand that none of these realities speak to truth about war. Perusers experience the substance of Vietnam through each of O’Brien and his squadron’s striking recollections: Rat Kiley’s loss of a companion as Curt Lemon ventured into his last beam of daylight and was exploded into the trees, Norman Bowker leaving to neglecting Kiowa under the mud and out of this life, and the â€Å"dainty youthful man† with his jaw in his throat and his eye as a star-formed opening that was O’Brien’s just kill. In spite of the fact that depicted as obvious educational encounters, these occasions and even the majority of these characters are in the long run uncovered as manufactures of O’Brien’s mind. Does this imply the tales are false? As clarified in another section, â€Å"You can recount to a genuine war story by the inquiries you pose. Someone recounts to a story, let’s state, and a short time later you ask, ‘Is it valid? ’ and if the appropriate response matters, you’ve got your answer† (79). All in all, does it make a difference that O’Brien never truly slaughtered a man, that Bowker never relinquished the Silver Star decoration, and that Curt Lemon never stunt or-rewarded through a Vietnamese town during Halloween? After the certain effect on perusers related with the human experience, war understanding, and quintessence of people caught inside these accounts, the response to that question ends up being a resonating â€Å"no. One of the primary purposes behind separating between â€Å"story-truth† †which may not be valid, in actuality, yet gives a real look at the Vietnam experience †and â€Å"happening truth† †what truly happened †is that â€Å"happening truth† loans itself effectively to glorification of war. For instance, the account of a man winning an award for exceptional dauntlessness in sparing his companion, or O’Brien’s case of a man giving up himself to spare his gathering from a landmine, both pass on a feeling of pride, respect, and valor related with having done battle and in any event, having kicked the bucket in Vietnam. Having been recounted to these accounts, discovering that they were bogus would come as a stun in light of the fact that accounts like these appear to promise society that albeit many youngsters lost their important lives or returned as changed men, it was all worth a terrific differentiation at long last. Then again, O’Brien’s stories, having â€Å"story-truth,† hold their centrality whether they have â€Å"happening-truth† or not. As O’Brien puts it, â€Å"A genuine war story is rarely good. It doesn't train, nor empower ideals, nor propose models of appropriate human conduct, nor control men from doing the things men have consistently done. On the off chance that a story appears to be good, don't trust it. In the event that toward the finish of a war story you feel elevated, or on the off chance that you feel that some little piece of integrity has been rescued from the bigger waste, at that point you have been made the casualty of an exceptionally old and horrible lie†¦You can recount to a genuine war story by its outright and firm devotion to profanity and evil† (65). This statement presents an instance of inalienable incongruity wherein the created stories †complete with the violence of tormenting a child water bison after a friend’s passing, the blame of having a man bite the dust under your supervision, the dread of looking a man you just executed in the face, and the failure of getting back just to discover you’ll never fit back in †pass on considerably more truth than most customarily â€Å"true† war stories, which clear the articulate mercilessness of war under the carpet. In this manner, just through O’Brien’s â€Å"story-truth† do we see that these youngsters didn't show up in Vietnam for respectable reasons. These men did battle because of a paranoid fear of disgracing their loved ones, these men gave their lives for a fight that didn't upgrade their background, and even neglected to bring about advancement for our country, and those men that got away with their lives were confronted with the weight of death every single day in that they would never get away from the recollections, would never really impart the awfulness they experienced, and would never totally progress once more into typical life. In spite of the fact that O’Brien didn't genuinely execute a man or witness a portion of these occasions, the narratives leave no uncertainty in readers’ minds that comparative events happened in war and that the feelings passed on by the tales honestly catch how they caused the men to feel †which was definitely not satisfied and respected. In this manner, the exercises one can detract from these accounts makes â€Å"story-truth† substantially more significant than most instances of â€Å"happening-truth† about the Vietnam War. While O’Brien’s stories leave perusers with the information on how human feelings are affected in a setting none of us can envision, they additionally fill another need that likewise stops to depend on truth: catching the quintessence of a particular person. We see this first on account of Curt Lemon, whose character is sustained all through the novel by the tales of his closest companion in Vietnam. O’Brian states that â€Å"To tune in to the story, particularly as Rat Kiley told it, you’d never realize that Curt Lemon was dead. He was still out there in obscurity, bare and painted up, stunt or-rewarding, sliding from hootch to hootch in that insane white apparition cover. In any case, he was dead† (227). Despite the fact that this anecdote about Lemon is profoundly overstated, and the inquiry remains whether it is even evident by any means, perusers can believe that what it uncovers about Lemon’s character †his immediacy and brave conduct †are in reality exact, so it comes as no offense when it is uncovered that Kiley normally decorated the story. â€Å"Story-truth† gains its last purpose of pertinence when O’Brien portrays how he utilizes stories to save his youth love, Linda. Linda’s character analyzes being dead to resembling a library book, safe on the best in class where nobody has looked at it for a long, long time. Like Curt Lemon, Kiowa, Ted Lavender, and even the man Tim killed, Linda and all the recollections encompassing her would will in general vanish with time in the event that she were not lit up by O’Brien’s epic. O’Brien comments that now when he joins Linda’s pith into his accounts, â€Å"She’s not the exemplified Linda; she’s generally made up, with another character and another name, similar to the man who never was. Her genuine name doesn’t matter† (232). In the case of â€Å"happening-true† or just â€Å"story-true,† Linda’s nearness sets that regardless of whether the characters in The Things They Carried have counterfeit names, bogus activities, or totally invented personalities, they each deliver an interesting arrangement of qualities that land on â€Å"truth. † For example, regardless of whether Linda were not genuine, the manner in which she made Tim (and perusers) understand the most flawless type of affection can't be denied, and regardless of whether the man Tim slaughtered had no story other than the one Tim created, the manner in which he speaks to men who never wished to battle, whose open doors are cut off in early life, will live on for eternity. In this, the pretended truth of â€Å"story-truth† makes legends; it reveals insight into relational connections and approves the lives of the individuals who no longer can do as such for themselves. As one advances through The Things They Carried, it turns out to be increasingly more obvious exactly how amazingly O’Brien has obscured the lines among truth and reality. Perusers start the book accepting it contains accounts of fiction. It isn't until the third section that one finds the storyteller is an author tormented by recollections of war, and expect the tales to take on a component of truth. Before long, one sees that O’Brien the storyteller and O’Brien the creator are two totally different personas, lastly, towards the finish of the novel, O’Brien uncovers that, quite a while prior I strolled through Quang Ngai region as an infantryman. Nearly everything else is invented† (171). Apparently, going through such high points and low points of truth and misrepresentation would be perceived as a kind of selling out to perusers. However, O’Brien’s system of war stories, inside the tale of the Vietnam War, inside the bigger story of O’Brien’s genuine life serves to subvert any failure concerning the legitimacy of occasions. Perusers rapidly discover that the announcement â€Å"This is true† has twofold implications, and truth itself is reclassified as any rate loaning genuine understanding into war and how it influences individuals, regardless of whether it happened, didn't happen, or very

The illiad of homer, translated by richard lattimore Essay

The illiad of homer, interpreted by richard lattimore - Essay Example He alludes to the cleric as an elderly person and cautions him never to linger again in his compound in guarantee of his girl. â€Å"Let me not find thee ,elderly person at the empty barks, either now standing around, or from this point forward returning, in case the staff and filet of the god benefit thee not† (Homer and Buckley 1). Agamemnon reviles the minister and wishes him fate. He denounces the minister and even proceeds to reveal to him he isn't commendable staff god’s insurance. Agamemnon swears not to discharge the lady till mature age, and even around then, he stubbornly pledges to take her in his Argive home for her to make his love seat. The deadlock among Agamemnon and the cleric has attempted to draw out the character of Agamemnon; as a savage and sly individual who won’t permit anything to stand his way towards his own advantages. It is anyway out of these qualities that Agamemnon picks up his prevalence. It is interesting how individuals get resolved to secure riches. Hector is no uncommon. He proposes to end the war by a duel between Menelaus, the cherished of Mars, and Paris, who is a lady devotee and enticer as per Hector. â€Å"The lyre and the endowments of Aphrodite would not be useful to you, and your brushed hair and excellence, when you blend in the dust† (Schein 54) . The victor of the war is to be granted the magnificence Hellen, the most attractive of Priam’s little girls, and all her riches (Leaf 135). Hector depicts Paris as an adversary of the individuals. He scorns him as a futile individual who didn't have the right to be conceived. In Hector’s eyes, Paris is a defeatist, an outrage, and hatred to every one of the individuals who put their focus on him. â€Å"There is no quality in your heart and there isn't any valor.† (Schein 45). The family has not been abandoned in the commitment of a specific conduct of the characters in the Illiad of homer. A genuine model is the group of Chryses, a cleric who offers payment to Agamemnon for the

Announcing Our New Partnership with NWEA to Accelerate Student Learning

Announcing Our New Partnership with NWEA to Accelerate Student Learning Teachers have long told us they want more actionable insights into the assessments they give every year in their classrooms to improve learning for every student.That’s why we’re excited to announce that Khan Academy is partnering with NWEA, a mission-driven education nonprofit and maker of the gold-standard classroom assessment, MAP Growth. Together we’re developing MAP Accelerator, a unique classroom tool designed to help teachers deeply integrate personalized learning and assessment to accelerate student achievement.Watch our announcement video:  MAP Accelerator will help teachers quickly and easily deliver a personalized learning path for every student based on their MAP Growth results. Teachers will be able to identify which students need extra help to fill gaps and unleash learning for students who are ready to move ahead.  Teachers can use MAP Accelerator to differentiate instruction for students with diverse academic needs, particularly traditionally underserved studen ts.“If I had to pick between an amazing teacher and amazing technology, Id pick the teacher every time. That is why we wanted to build a tool that really empowers teachers. Partnering with NWEA takes our tools and resources for teachers to the next level, said Sal Khan, founder of Khan Academy. Weve long heard from teachers who want to use MAP Growth as more than just a benchmark. Now teachers are able to inform personalized practice that integrates with any curriculum so they can help focus student learning on what is needed most. And it is simple and time-saving, which is super important since teachers already have so much on their plates.This fall, more than 150,000 students in four school districts will use MAP Accelerator as part of a limited pilot program. The districts include Madera Unified School District, Pajaro Valley Unified School District, and Glendale Unified School District in California; and Clark County School District in Nevada. During the pilot year, MAP Accele rator will be available for grades 3-8 in math, English, and Spanish. English-language arts will be introduced the following school year when MAP Accelerator becomes universally available. Visit the NWEA website to learn more and sign up for updates.

International Relations Dissertations - Sun Yat Sens Views - Free Essay Example

Sample details Pages: 10 Words: 2987 Downloads: 6 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Sun Yat-sens views On The Role Of The Political Parties And The Military In China To what extent were Sun Yat-sens views on the role of the political parties and the military in China simply copied from the Soviet Union? Don’t waste time! Our writers will create an original "International Relations Dissertations Sun Yat Sens Views" essay for you Create order The ideas of Sun Yat-sen have been crucial to the development of China in the twentieth century. Often referred to as the father of the nation (Mackerras 1998, p23), Sun Yat-sen was the instigator of the revolution that overthrew the monarchy in China and later formed the basis of the ideology within the Nationalist Party. Certainly following the 1911 revolution Sun Yat-sen developed links with the Communist Party in Russia and continued to forge close links with Russia for more than a decade, yet much of this was in a pragmatic attempt to gain aid and support from the Soviet government, rather than inspired by the policies of the Soviet state. Some of his views were influenced by the Soviet Union, yet to states that his ideas were simply copied from the Soviet Union would be an exaggeration. Sun Yat-sen was widely travelled and educated his ideas came from a variety of sources and his aims were to develop principles specific to China rather than to attempt to implement a political system from another nation and another culture. In his later years, Soviet advisers did gain a greater influence over SunYat-sen but it would be fairer to say that he took on board ideas that he felt suited his cause, rather than simply copied them. Born to a poor family near Canton, Sun Yat-sen was largely educated in Hawaii. As a young man he was certainly at home as much abroad as in China and was comfortable conversing in English (Fitzgerald 1971, p24). Having learnt of the power and development of the West, he quickly became convinced of the corruption of the Manchu dynasty and made up his mind that only revolutionary change could save China. He was willing to engage radical ideas that had been impressed upon him by Western democracies. He saw a republic as favourable as monarchies had gone out of fashion in Europe and was impressed by the relative success of democracy in the more advanced Western nations. Su Yat-sens earliest revolutionary ideas preceded the Soviet Union, and his much of his early thinking was done abroad. He spent time in Britain, collating ideas in the reading room of the British library and seeking out a variety of sources. Schiffrin reports that: Sun wasted no moments in gaieties; he was forever at work, reading books on all subjects which appertained to political, diplomatic, legal, military and naval matters; mines and mining, agriculture, cattle rearing, engineering, political economy etc; occupied his attention and were studied closely and persistently. The range of his opportunities for acquiring knowledge has been such as few men have ever had (Schiffrin 1968, p134). As early as 1897, Sun Yat-sen came into contact with Russian revolutionaries, meeting on several occasions in London with Felix Volhovsky, the editor of the English Society of Friends of Russian Freedom. The basis of Sun Yat-sens political philosophy is his Three Peoples Principles which detailed his ideal of a government that would serve the people of China. The principles were named nationalism, democracy and the peoples livelihood and were devised by SunYat-sen with the aim of restoring the nation as a powerful and successful democracy. Throughout his political life he came into contact with Russian revolutionaries and certainly at different stages they have contributed to his basic principles. Russian influence was notable not only to SunYat-sen but to many education Chinese, particularly in the period following the 4th May uprising in 1919. This period saw the beginnings of nationalism in China, with many in the country becoming increasingly angered at the corrupt minister that they saw as having sold the country to Japan (Fitzgerald 1971, p24). The educated class in China gradually came to realise the state of the nation both internally and on the international stage and thus look abroad for ideas on how to make the nation strong again. Fitzgerald writes of this period Nationalism as opposed to Republican idealism, was born. he new enthusiasts did not much care what form it took as long as it did something to restore China (Fitzgerald 1971, p41). The Russian Revolution was an appealing alternative to young Chinese. Many were nationalists, and if some were lacking in understanding of communism, many others were attracted intellectually to the doctrines of Marx and Lenin. Above all else, many, and this undoubtedly includes Sun Yat-sen, were highly impressed by the transformation of Russia from a decaying monarchy to a socialist republic. It was apparent that other foreign powers were unable to stop the Russian revolution and feared the new Soviet state this strength on the world stage was also appealing to Chinese nationalists. Sun Yat-sen who had been living in Shanghai at the time was one of many Chinese who admired the Revolution and had few qualms about the violent means to carry it out; in China the idea of woe to the conquered was a fact of political life (Fitzgerald 1971, p46). In examining the influence of the Soviet Union over Sun Yat-sens thinking, one has to appreciate that as a revolutionary and a socialist, it is only natural that he would have an interest in Soviet Russia. The Russian Revolution was one of the major political developments of his age and Soviet policies on political parties and the military would have been of interest to any revolutionary thinker at the time. Between 1920 and 1922 he was actively courted by emissaries from Russia and representatives from Comintern. Wilbur writes that Sun Yat-sen remained keen to be kept informed of developments in the Soviet Union and suggests that he showed much sympathy for the Russian Revolution, and his words suggest that he made a psychological identification between the Russian Revolution and his own efforts, and between himself and Lenin (Wilbur 1976, p112). As early as 1918, Sun Yat-sen had telegraphed Lenin on behalf of the South China Parliament and the Chinese Revolutionary Party, congratulating him on the ongoing struggle in Russia and expressing the hope that the Soviet and Chinese parties might one day join forces in a common struggle. At this stage, his words have to be seen as a gesture of comradeship rather than an expression of any serious intent the chaotic state of Russia at the time would have given Sun little basis for ideas on political and military organisation. An American journalist, George Sokolsky, became a part of Sun Yat-sens entourage in Shanghai in early 1919 and facilitated discussion around possible military cooperation. However, Suns position in terms of the military differed at the tame from that of the Soviets the Russian wanted an end to seemingly endless fighting whilst SunYat-sen remained, in the words of a Russian colonel an old-fashioned militarist who saw no way of saving his country except through arms (Wilbur 1976, p116). In years to come, the Soviets would consistently attempt to covert Sun Yat-sen from his reliance on military force to achieve political goals. The period 1920-22 saw Sun Yat-sen eager to win financial aid from other nations. As a result he made some form of contact with practically all of the major power the USA, Great Britain, France, Japan and Germany. As much as there was a warm relationship with Russia, it is likely that SunYat-sen would have happily taken aid from other powers had it been available. His correspondence and talks with Soviet envoy Adolf Joffe give some idea as to the somewhat confused nature of Suns relationship with the Soviets. Whilst stating to Joffe that the Soviet system was not suitable for China, Sun Yat-sen allowed Joffes influence to help regulate the roles of the Communist and Nationalist parties in preparation for the coming revolution. In 1923, he agreed to communists joining the Nationalist Party as individuals and it was advisors such as Joffe who helped Sun Yat-sen to organise his armies and free himself from the dominance of Chinese warlords (Fitzgerald 1971, p47). A joint statement issu ed with Joffe had been unequivocal on the issue of the political system that SunYat-sen was aiming for and summarises accurately his ideas about any future relationship that China would have with the Soviets.. It stated: Dr SunYat-sen holds that the Communistic order or even the Soviet system cannot actually be introduced into China, because there do not exist here the conditions for the successful establishment of either communism of Sovietism. This view is shared entirely by Dr Joffe, who is further of the opinion that Chinas paramount and most pressing problem is to achieve national unification and attain full national independence, and regarding this task, he has assured Dr SunYat-sen that China has the warmest sympathy of the Russian people and can count ton the support of Russia (Wilbur 1976, p137). SunYat-sens priorities at the beginning of the 1920s were simply to build a peaceful, united China operating within some form of constitutional order. He believed that foreign aid was vital for him to do this and utilise a number of tactics to do this. He wrote to foreign heads of state, had allies abroad campaign on his behalf and used military, economic and diplomatic strategies to try and achieve his goals. In terms of military aid and advice, he attempted to arrange for military advisers from Russia, amongst other nations. His correspondence with Joffe led to a reorganisation of Suns Kuomintang Party. Whilst the Communist Party had advocated a revolutionary alliance with the Kuomintang, Sun rejected this idea, insisting instead that all Chinese revolutionaries join his organisation. By October 1922,Sun had inducted some Communist Party leaders into his party, and appointed their lead, Chen Tu-hsiu as a member of a nine man committee to plan for the reorganisation of the party (Wilbur 1976, p131). 1923 saw Sun Yat-sen established in Canton, attempting to build up his power base. It was the arrival of Michael Borodin in this period that began the most concerted period of Soviet influence of Sun Yat-sens ideas. Borodins role was to act as Soviet Russias instrument through which aid and guidance should be given to the revolutionary movement and it was he who instigated the reorganisation of the Kuomintang along Bolshevist lines. Borodin took little time in outlining his plans for a reorganisation of the Kuomintang, based around creating a provisional national committee of twenty-one under the chairmanship of SunYat-sen and consisting of the most prominent members of the Kuomintang, the Communist Party, the Socialist Youth Corps and workers unions. Sun Yat-sen took some of Borodins ideas on board and he began to plan a reorganisation of the Kuomintang. He appointed a nine-man Provisional Central Executive Committee to draft a new party platform and constitution and to prepare for the partys first national congress, appointing Borodin as an adviser to the committee. Sun Yat-sen made it clear to his own followers, that whilst following some of the advice from the Soviets over party organisation, he would not blindly follow them. He stated, The present reorganisation should preserve our partys original ÃÆ'Â ©lan but adopt the Soviet Russian organisation, thus acquiring its benefits while rejecting its evils. We may merely yoke up Soviet Russia and mount it (Wilbur 1976, p175). A military crisis shortly after Borodins arrival in Canton gave the Russian adviser an opportunity to have some influence over SunYat-sens military policies. His forces in the city were very much on the back foot against LinHus forces, with both army and navy troops deserting. Borodins plan was to play on the nationalism and economic aspirations of the Canton population. He issued decrees promising land to the peasants through the confiscation and distribution of landlord holdings, along with encouraging an eight-hour day and a minimum wage for workers. The plan worked to inspire a greater military effort at the front and the crisis was averted. Shortly afterward, Sun made a speech discussing past party failures and explaining that the ongoing reorganisation was intended to spread the parts influence across all of China and release it from an exclusive dependence on military force this had been very much a soviet idea. Sun Yat-sen, at this particular time, was keen to base his Three Principles of the People on a Soviet model. He stated: Now a good friend, Mr Borodin, has come from Russia.If we hope for victory in revolution, we should study the Russian methods of organisation and training (Wilbur 1976, p179). Sun argued the Soviet position that Communism had been chosen by the Russian people and that nationalism and popular support had enable it to defeat both internal enemies and external powers. His view was that that the Russian people were no longer the salves of foreign powers and that Chinas revolution had failed to succeeded to date as it had not fully embraced nationalism in either its party organisation or within the military. There was some opposition to what was seen by some as too much dependence on Soviet ideas on party organisation by Sun Yat-sen, yet1923 was the year when Soviet ideas held the most influence over Sun. In speeches he praised the discipline of Soviet party organisation and spoke positively on how a united party could take the movement away from such a dependence on armed force. Nonetheless, leaders with the Kuomintang remained concerned at the influence of the Communist International and the policies of admitting communists and allying with Soviet Russia. Petitions to SunYat-sen however met simply with denial of allegations and assurances about the Soviets. Sun increasingly had begun to argue the point that there was little difference between his Principles of Peoples Livelihood and Communism. The first National Congress of the Kuomintang met in Canton in January 1924 and confirmed a plan of party reorganisation based largely along the lines of Borodins advice. A new leadership was established to create a mass party with a wider influence across China. Sun Yat-sen saw his name written into the constitution as leader, with power of veto. Sun again spoke glowingly of the Soviet system, stating that its system of placing party above government was the most modern in the world (Wilbur 1976,p191). Speeches given by SunYat-sen in 1924 formed the basis for what is understood as his basic philosophy, contained in his Three Principles. The lectures were largely based around his ideas on nationalism and give the clearest indication as to the effect that Soviet ideas had on his thinking in the latter years of his life. He saw the military future as one not of wars between races but between social classes or of oppressed against oppressor. He also talked more openly of empire and of recovering some of Chinas territorial losses to other colonial powers. He spoke of the military dangers caused by Chinas small military capability. He argued that Japan would be able to conquer China within two weeks, the United States within a month. Sun also move away from his earlier democratic tendencies in his later speeches, suggested that the Soviet style dictatorship of the people was the most effective form of government. Borodins influence on SunYat-sens lectures was clear, as was some of the ideas in terms of the military taken on board by Sun whilst Borodin was based in Canton. One of the roles of Borodins team was to establish a Kuomintang military academy, to be assisted with Russian advice and funds. The idea behind the Whampoa Military Academy was to produce, Soviet style, a politically indoctrinated and reliable corps of junior officers to form the basis for an army first and foremost loyal to the party. Russian officers instructed at the academy and Suns military capability was further enhanced in October 1924 by the arrival of a shipment of Russian arms, including several thousand rifles and ammunition, accompanied by a further nine Russian officers to continue training at the military academy. Sun Yat-sen was not a confirmed Marxist and differed from the Soviet Union in this respect. He was never of the belief that Marxism could genuinely work in China. In other areas however, in particular party organisation, he was undoubtedly attracted to Soviet ideas Above all else Sun was a patriot who most of all wanted to make his nation great again. He saw the Soviet as a good example for China to follow through revolution and the embracing of nationalism, a nation that had suffered under corrupt rule and at the hands of established colonial powers could once again reassert itself. The Soviet Union was also an ally. Whilst Sun Yat-sen may well have allied closer to other nations who offered help, the fact is that it was the Soviet Union that offered help to him and his movement. Sun Yat-sen was educated enough to form his own opinions about the best methods of party and military organisation. He may have come under some pressure from the likes of Joffe and Borodin to adopt Soviet methods but the Soviet ideas that he use were ones that he genuinely believed would best help his cause. In many ways, SunYat-sen was a pragmatist he used the Soviet Union for his own benefit and would have acted similarly with other allies. Others within his party had concerns about the way he was influenced by Soviet ideas, but Sun was making a active choice to take on board these ideas he was not simply copying them Bibliography Esterer Arnulf Esterer Louise, Sun Yat-sen Chinas Great Champion, Julian Messner, New York 1970 Fitzgerald CP, Communism Takes China How the Revolution went Red, American Heritage Press, New York 1971 Gray Jack, Rebellions and Revolutions, China from the 1800s to 2000, Oxford University Press, Oxford 2002 Mackerras Colin, China in Transformation 1900-1949, Addison Wesley Longman Ltd, Harlow 1998 Wilbur Martin, Sun Yat-sen Frustrated Patriot, Columbia University Press, New York 1976 Schiffrin Harold, Sun Yat-sen and the Origins of the Chinese Revolution, University of California Press, California 1968

Financial Events Of The Great Depression Essay - 914 Words

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Organizational Transformation Issues In A Health Care Clinic Free Essays

CONTENTS:Pages ASSIGNMENT BRIEF 2 EXECUTIVE SUMMARY 3 GLOSSARY OF TERMS 4-5 1. 0. INTRODUCTION 6 1. We will write a custom essay sample on Organizational Transformation Issues In A Health Care Clinic or any similar topic only for you Order Now 1. OBJECTIVES 7 1. 2. METHODOLOGY 8 2. 0. LITERATURE REVIEW 9-25 3. 0. ANALYSIS 26-30 4. 0 REFLECTION 31 REFERENCES BIBLIOGRAPHY ASSIGNMENT BRIEF: ORGANIZATIONAL TRANSFORMATION ISSUES IN A HEALTH CARE CLINIC (CASE STUDY). EXECUTIVE SUMMARY This paper is based on the case study Organizational Transformation in a Health Care Clinic where focus, is the many organizational transformational issues that take place during an organisational development and transformational change of the Health Care Clinic. According to Anderson and Ackerman (2001:39-40 50), transformational change is defined as a â€Å"completely new way the organization and its people see the world, their customers, their work and themselves. For organizational change to be successful the procedure would require changes that would affect employees’ behaviour, how they think and the organization’s culture thus raising many transformational issues such as leadership issues, communication issues, training and development issues, and cultural issues. GLOSSARY BehavioursThe way in which people in the organization act in terms of what they do and say that br ings the strategy and desired culture to life ControlsWhat gets measured and rewarded Change To alter, modify or transform CultureThe totality of socially transmitted behavior patterns, arts, beliefs of an institutions FacilitateTo make something easier to do GoalsThe objectives or targets that the organization is trying to achieve LeadershipThe ability to guide, direct and influence persons ManagementPersons in charge of organizing and controlling the affairs of a business or a sector of a business MissionThe purpose of the organization OrganizationA body of persons organized for some specific purpose Organization Development (OD)A primarily behavioural science approach to planned organizational change that is composed of traditional OD and mainline OD ( Krell 1981) Organizational Transformation (OT)Change that involves transformative changes in the fundamental nature of the organization and requires completely new ways of thinking, behaving and perceiving by members of the organization Realignment To readjust or change something to fit different circumstances StrategyThe approach that the organization is adopting to achieve the goals that support the strategy ValuesThe underlying principles and ethics that drive the organization Vision A picture of a desired future state that is sufficiently appealing and compelling to drive change forward 1. 0. INTRODUCTION: ORGANISATIONAL TRANSFORMATION can be defined as â€Å"a fundamental shift in the way business delivers value to its customers and stakeholders resulting in dramatic change strategy, processes, technology and utilisation and management of human resources to meet the needs of the global economy†. ORGANISATIONAL DEVELOPMENT is a system wide application and transfer of behavioural science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to organisational effectiveness. Many organizations of today go through changes because of circumstances, wanting to become more developed and/or advanced or simply because of wanting to move with the time. Management of the health care clinic initiated an organizational development programme because of problems originating from the application of modern technology to the jobs of medical technologists. It was discovered that employees of the biochemistry department were greatly dissatisfied because of their feeling of having their skills underutilized, having cultural differences with other staff members, having communication barriers and not having job challenges present. The organizational development staff and the manager agreed that job redesign should take place to bring more autonomy, control, feedback and meaningfulness to the work for the employees of the clinic. Over a period of two years evaluation of the results by the organizational development staff found that job characteristics and satisfaction declined for both groups that were involved in the transformational change process. Changing environments of an organization has effect on the organization and the organization’s environment thus creating many transformational issues. Transformational issues include leadership issues, cultural issues, communication issues, cultural issues and training and development issues. 1. 1. OBJECTIVES: 1-To identify the organizational transformational issues that are involved in the change in the health care clinic 2-To evaluate change implementation and intervention strategies at a health care clinic. 1. 2. METHODOLOGY: The researcher in the context of this case study has opted to use the phenomenological approach as opposed to a positivistic approach (Collis and Hussy 2003). Triangulation-â€Å"the use of more than one method or source of data in the study of a phenomenon so that findings can be cross checked† Bryman (2008 pg. 700) Triangulation method of data collection will be used collecting qualitative and quantitative data from both primary and secondary sources for example using unstructured questions and interviews. A variety or literature, theoretical and analytical tools and techniques will be used. The research conducted being a case study the data collection will be consequence on the evidence as suggested in the case study. Random sampling s suggested by Saunders et al cannot be validated, in that for quantitative research the sample size must be of at least 95% in order to obtain realistic or quantifiable data and it may be dangerous and less accurate to do otherwise. 2. 0. LITE RATURE REVIEW The core issues which will guide the facilitation of policy development, plans and programs for the organisational will include the under mentioned factors: Lewin’s(1951) force field analysis demonstrates the two key external forces that push organisations into change situations but counteracting, resisting forces are often arisen from inside organisations when the changes are attempted and that change occurs when the driving forces out number resisting forces. This force field is propagated on the idea that social situations can be seen as equilibria that are periodically disturbed when changes to the situation are attempted. The concept of change as modification of these forces keeping a system’s behaviour stable. The two groups of forces are those striving to maintain the status quo and those pushing for change. A state of ‘quasi-stationary equilibrium’ as coined by Lewin(1951) is achieved when both sets of forces are almost equal and current behaviours and attitudes are maintained. FIG. 1 BELOW REFERS. Kurt Lewin (1951) identified three stages of behaviour modification in a simplistic change management model is seen in the table 1 below. LEWIN(1951)THREE STAGE MANAGEMENT TABLE. (TAB. ) UnfreezingIs concerned mainly with selling the change and provides a motive for groups and individuals to change their attitudes, systems, behaviours values and structures. The unfreezing stage will be greatly accelerated if it is reco gnised that the need for change is immediate, clear and the survival of the organisation depends upon it. MovingIs concerned with recognising what the new attitudes and desirable practise, norms and behaviours should be and communicating it and encouraging others in the organisation to embrace and own it as new job requisites. This aspect can occur through assimilation and exposure to new concepts or from individuals with different perspectives. RefreezingThis stage is the final and stabilising stage of the change implying reinforcement of the new behaviours. Evoking positive reinforcements such as rewards and praise. For negative reinforcement such as sanctions for indiscipline or deviant attitudes. Source:Mullins,Laurie J. (1997) Management and Organisational Behaviour 9th. Edition. FT/Prentice Hall . Again, Lewin(1951) suggested that for change to be successful there must be group activity. Unless group norms are transformed there will be no sustenance to individual actions and without reinforcements change can be short-lived. Employees are beginning to accept that the time has come for change and the changes must be made so that the organisation can remain viable. Schein (1988) model of change outlined the pivotal role of the change agent. Schein (1988) delineated each stage of Lewin’s (1951) model by expressing the dynamics of individual change and how imperative it is for change agent to manage these changes (see table 2 below) the change agent can be seen as the coach, facilitator and motivator assisting individuals through the change can be seen as the coach, facilitator and motivator assisting individuals through the change. According to Schein’s(1988) model the first stage the change agent assists with motivating the individual by disconfirming their behaviours, attitudes and performance. Stage two emphasises the need to get employees to perform tasks differently and actually engaging belief that changing norms and working habits can effectively improve their performance. At Stage three the change agent helps the employee to change his thought patterns by integrating new and well defined behaviours. Self conceptualisation and reinforced performance standards are confirmed. Schein (1988) believes that none of these stages are susceptible to self management but need the intervention of change agents. In furtherance, Cummings and Worley (2005) planned change concept outlined how change can be implemented in organisations. This action research model places heavy emphasis on gathering and diagnosing data prior to action planning and implementation and on assessment of results after action is taken. The action research model describes change as a cyclical process involving joint activities between employees and organisational ractitioners. Figure 2 below compares Lewin (1951) change model to other models of planned change such as the positive model and the action research model all of which describes the phases by which planned change occurs in organisation s. Initiation of successful organisational change modified restructuring strategies and organisational efficiencies can be envisaged through these theories. In this model many steps overlap and interact in practise. This simple model has been used to analyse and manage change and can be useful at times. However, it tends to treat people as the objects of manipulation and does not involve them in the change process at all. All three approaches emphasises the application of behavioural science knowledge, involve organisation members in the change process to varying degrees and recognise that the interaction between an organisation and a consultant constitutes an intervention that affects the organisation. Lewin’s(1951) change model approach differs from the other two models in that it deals with the general process of planned change whereas the others target specific organisational development(OD) activities. To manage strategic change effectively, it is important to understand its causes. Two main classifications of the causes of change are outlined by the following theorists: 1) Tichy’s(1983) four main causes of strategic change 2) Kanter, Stein and Jick’s(1992) three dynamics for strategic change. According to Tichy (1983) four main triggers for change: TICHY(1983) TRIGGERS FOR CHANGE †¢Environment- shift in the economy, competitive pressures and legislative changes can lead to demands for strategic change. †¢Business relationships-alliances, acquisitions, value chain linkages or core competencies. †¢Technology †¢People-new entrants may have different educational or cultural backgrounds or expectations that require change. Source:Mullins, Laurie,J. (1997) Management and Organisational Behaviour 9th. Edition FT/Prentice Hall. (TABLE 3) Tichy(1983) suggests that change is not only inevitable in such circumstances but can be managed to produce effective results. Kanter, Stein and Jick(1992)identified three causes of strategic change: Environment-changes here compared with the situation in the organisation can lead to demands for strategic change. Life cycle differences-changes in one division or part of the organisation as it moves into a phase of its life cycle that is different from another division may necessitate change. Typically, change issues related to the size, shape and influence of such parts and involve coordination and resource allocation issues between them. Political power changes inside the organisation-individuals, groups and other stakeholders may struggle for power to make decisions or enjoy the benefits associated with the organisation. For example, shifts in strategy from production oriented to customer oriented would be accompanied by a shift in the power balance between those two functions. The researcher suggested that the causes were constantly shifting, sometimes slowly and at other times faster. Kanter, Stein and Jick’s(1992) theory can be directly related to the Health care clinic as the organisation go through the process of change as it relates to the external environment changes so too must the organisation, as one part of the organisation change so too must other parts of the organisation change to ‘catch up’. Internal and external factors influence changes. Kanter, Stein and Jick (1992) identified three major forms taken by the change process. They linked these three categories of people involved in the change process, to produce a three stage process for managing change. These three forms were: 1)The changing identity of the organisation. 2)Coordination and transition issues as an organisation moves through its life cycle. 3)Controlling the political aspects of the organisation. The three major categories of people involved in the change process: I. Change strategists-those responsible for leading strategic change in the organisation. They may not only be responsible for implementation. II. Change implementers –those who have direct responsibility for change management. III. Change recipients- those who receive the change programme with varying degrees of anxiety depending on the nature of the change and how it is presented. Kanter, Stein and Jick(1992) offer one way of structuring and managing aspects of the change process. However, these categories of people only give limited indicators of how to manage the process. Kanter, Stein and Jick’s(1992) model may be suited to major changes than the more common ongoing process. According to Cummings and Worley (2005) there are five major activities involved in order to lead and manage change and they are done in the order in which they are performed. These in order of priority are: ? Motivating change. ?Creating a vision. ?Developing political support. ?Managing the transition. ?Sustaining momentum. A major point to note is that in this model, overcoming resistance to change is required early in the change. The change process in the organisation can be severely affected by resistance to change. People tend to very reluctant to move from their perceived ‘comfort zone’ to some unforeseen place as it relates to change thereby begging the questions of whether their contributions will mean anything for them in the future. Albrecht (1983) provided an interesting model of change in which organisations undergo the change cycle. Individuals also experience symptoms of change response cycle. This cycle is prevalent when change is dictated or imposed by management and internal and external forces. ( Table 4 below refers. ) (TABLE4) Source:Cummings, Thomas G. nd Christohper G. Worley,(2005) Organisation Development and Change 8th. Edition-,Thomson Southwestern. The six box model of change was introduced by Weisbord (1978) as a diagnostics tool to measure organisational effectiveness and looks at the inter-related elements within the organisation. Purpose. Is the representation of the o rganisation and an understanding of the employee’s agreement and commitment to it. Leadership.. – Includes the style and integrity of the employee and their ability to be goal oriented. Structure . -Displays the organisational chart, reporting styles and systems, job responsibility and delegation of authority Relationship. Are those of the employees in the organisation together with their norms, behavioural patterns, conflict management and their degrees of inter dependence Rewards. -Represent what the organisation needs to rewards both in real and psychological terms and include incentives for ‘doing the right thing’ Helpful Mechanisms. -Are the different and varied formal procedures and management systems that monitor and coordinate the organisation’s work. . According to Kotter(1995) there are eight steps to transforming an organisation. Source:Cummings, Thomas G. and Christohper G. Worley,(2005) Organisation Development and Change 8th. Edition-, Thomson Southwestern. Kotter(1995) suggests † that for change to be successful 75% of the company’s management needs to buy into the change and really work hard at step and spend significant time and energy building urgency before moving into the other steps. Don’t panic and jump in too fast because you don’t want to risk further short term losses, if you act without being properly prepared, you could be in for a bumpy ride’’ As a result of change many times there is the issue of conflict arising. Conflict is inevitable just as change and assuming that organisational goals are broadly dersiable , there are two aspects of conflict that are relevant and leaders must take cogniscance of. According to Hunt (1986) conflict can be highly desirable, it can energise relationships and clarify issues. Conflict can be constructive as well as destructive. the constructive effects of conflict are hat it can introduce different solutions to problems, power relationships can be d efined more clearly,it can encouragecreativity and testing of ideas,it focuses attention on individual contributions, it brings emotions out in the open and it provides opportunities for the release of hostile feelings that may have been, or may be, repressed otherwise. Conflict can have negative effects as it may distract attention from the task, it can polorise views and dislocate the group, odjectives may be subverted in favour of secondary goals,it encourages defensive or spoiling behaviour,it may result in the disintegration of the group and it can foster emotional, win-lose within the group. Job design involves the planning of the job. This includes its contents, the methods of performing the job and how it relates to other jobs in the organization (Rahim 2001). Job design and redesign main focus is to put together the needs of the employees that are involved in the different jobs with the production necessitate of the organization in mind. One of the main aims of job redesign is to supply the organizations workers with significant work that fit effectively into the flow of the organization. Enriching, enlarging or simplifying are also goals of job redesign. For the improvement of performance job redesign theory focuses on, job rotation and job enlargement. As in the case it was shown that the general feeling of the employees of the clinic was that there was an absence of job challenge and that technology had simplified the work to be done. According to Herzberg’s theory of motivation, workers motivation to work depends on the nature of the work and how challenging it is. Lack of this challenge will allow employees to become disenchanted with their job thus having a negative impact on organizational transformation. Having job challenges will help in motivating the employee to work. Adair (2004) believes that motivation comes from within a person but is fuelled by external factors eg. having work challenges to be able to align themselves to achieve a specific goal, (the goal being a challenge but yet it is attainable by the employee). Job rotation where the employees will be allowed to work on different tasks or in different departments. This will increase job satisfaction and would have helped the employees as they would have had the opportunity to perform different tasks, thus inhibiting boredom on the job. Learning will also take place as employees also learn new tasks and have different responsibilities with job rotation. Job enlargement whether horizontal or vertical would also lead to a more successful organizational transformation as it would also help in giving the employees a challenge as they will have more to do. Time is also extended so that the challenge of doing more is realistic. Self esteem will be contributed to as the employee would be entrusted with exercising judgement thus having added responsibility for tasks. Job design and redesign is mainly done by the management of the organization who are responsible for making decisions about how to design those jobs ( Mintzberg 1973) as they see fit. Although managers would have more influence and control over job design than they do over structure, technology, culture, relationships and people ( Hackman Oldham 1980), the time and attention of managers would still be greatly needed (Dutton : Ashford, 1993). Pfeffer(1994) believed that the depending on how managers make decisions about job design, it can be a liability or a potential source of competitive advantage for organizations however, many managers often use simplified work as the default approach to designing jobs (Campion : Stevens, 1991). 3. 0. ANALYSIS/FINDINGS: The researcher in her analysis of the case study of the particular health care clinic sought to ascertain where the problems were and attempts to ascribe the requisite solutions. There were certain strengths as well as considerable weaknesses associated with the case study. It was found that Lewin’s(1951) models were followed to the letter in the structure of this health care clinic and that factors outside these frameworks were not used thereby creating obvious gaps. TECHNOLOGY: Tichy’s(1983) four main triggers of successful strategic change identifies technology as an important driver in the change. As is the situation in the case study it was found that with the advent of new modern technology strengths as well as weaknesses are abound. The medical technologists in the bio chemistry department were either inept with the new technology or were not prepared for the imposition of the new technology thereby dissatisfaction was wide spread, which can be seen as another weakness. Technological shifts can substantially impact on the quality or content of the work and may ultimately influence the factors that affect survivability of the organisation. SOURCES OF DISSATISFACTION Paragraph 2 of the case study identifies several sources of dissatisfaction among the technologists that were of concern. The under mention identifies the concerns together with the possible cause and effect and likely solutions. Under utilisation in their work†-this can be seen as a weakness in the organisation and could have been possible as the OD staff failed and or neglected to take into consideration issues such as job design and redesign RAHIM (2001), job rotation, job enrichment, job enlargement and job evaluation on employees at the hea lth care clinic. â€Å"Communication within the laboratories was insufficient†-it is apparent that the communication channels between laboratories were severed or perhaps were insufficient. As such the OD experts should have embarked on team building workshops and organisational development seminars and sufficient enough training and development exercises. Work wasn’t evenly distributed†- this would suggest that there was a certain lack of supervision in the laboratories and there was a failure to have equity distribution in assignment and management of tasks. The issues of capacity management and production planning are areas that OD experts should have looked at. â€Å"Medical staff didn’t treat them with the respect that they deserve†-this clearly suggests that the medical staff felt that the technologists were their subordinates and felt that way because the technologists may be less remunerated as compared to the medical staff. As such OD staff should take into consideration issues such as reward management systems, merit recognition eg. Employee of the month, performance pays system, team based pay and a comprehensive performance related merit system of remuneration. The advent of technology had had simplified the work to the point that it no longer seemed to require the level of training common among medical technologists†-this would suggest that technologists should have had enhanced training in other skill sets or multi skill training which would give them the extended capacity to build manpower capacity. â€Å"Studies in personnel management literature†-there is no such evidence in the case study to suggest that there were any studies in the personnel management literature carried out. â€Å"Job challenge was a primary cause of job turnover†-this is an issue really of job retention as opposed to job attrition. By looking at performance appraisal strengths and weakness can be determined. In looking at job turnover OD require job retention, job security and career and talent management. LEADERSHIP: The art of leadership is saying no, not yes. It is very easy to say yes. (TONY BLAIR, 1994) Are leaders born or made? Trait (1950) theory seems to suggest that leaders are born and not made, yet Stodgill(1949) and Mann (1959) suggests that there are few relationship between the traits possessed by leaders and their performance. The Trait (1950) theory that leaders are born failed under scrutiny (Zaccaro, 2007). Kirkpatrick and Locke (1991) having examined existing literature on leadership suggests that there are six leadership traits. They are: 1-Drive 2-Leadership motivation 3-Honesty and integrity 4-Self confidence 5-Cognitive ability 6-Knowledge of the business As in the case study there is no clear indication as to the leader (Weisbord 1978) of the change process as it is reputed that the OD staff had discussions with the managers. Clearly no one took charge of the change process from the onset of the planned change. There is no evidence to suggest whether the OD staffs were adequately qualified to conduct such a change process or whether the interviews were conducted professionally. COMMUNICATION Communication is a key component in the facilitation of any change process. For this reason communication is heightened importance when change is needed. Bordia et al (2004) suggests that communication during change is vital to manage employee uncertainty and feelings of loss of control. As was the case in this case study there is hardly any evidence to suggest that there was a proper reporting structure so that information on the change initiatives were being communicated to the technologists by the OD experts. To this end came the issue of the readiness for change as this is an important indicator to coping with resistance to change so suggests Armenakis, Harris and Mossholde(1993). Communication strategies need to emphasize two messages. They are: 1- The need for the change, that is, indicating what the organisation is doing as opposed to what it should be doing and 2- The ability to change successfully, that is, it is important that the employees believe that the change could be done thereby encouraging them to make the extra effort. TIMEFRAME: Apart from using volunteers to assist in the analysing of the data which is in itself questionable as there is evidence that they are overworked and not properly remunerated. The OD staff administered questionnaires which asked for confidential opinion as opposed to change or job analysis questions and there is no indication of its contents. These questionnaires sought only quantitative data. Whether the truth will be written on those questionnaires is anybody’s guess as there is no validation of the data. There is no clear definition as to the timeline for the project and no implementation plan. The random sampling data collecting took two months seems to be incredibly long for such an exercise. To suggest that two years later the OD staff evaluated the results of the change program was incredulous to say the least as this was certainly not an effort in organisational transformation but rather an incremental change plan. This was an exercise that was limited in scope, time and cost thereby failing to meet its objectives. RESISTENCE TO CHANGE Resistance to change is a widely used term that generally gives a bad or a negative connotation. It us usually asked of employees to change something in the organisation that they may have been comfortable with for their entire life. That change will not come easy at all, there will be some anguish and fight and may even be the source of collective group action like strikes and industrial action by employees. This is not necessarily a bad thing. Ford and Ford(2009) suggests that resistors to change should not be overlooked but that resistance should be taken in a positive light and accepted as a form of feedback that can actually build and encourage the change process. Pockets of resistance can also be found with the Lewin (1951) model of unfreezing, moving and refreezing. As the activity of unfreezing comes to an end resistance is usually found as employees attempt to move. This is quite natural as without proper communicating many are unsure of their future especially the employees who have fallen into their comfort zone. As with the case study there was a definite feature of resistance to change. 4. 0. REFLECTION: This change process was a failure from its inception because the very basic of protocols were not adopted. The OD staff sought to enlist volunteers who do not have the requisite educational capacity to carry out that vital function of collecting and analysing data. The human resources department should have been the ones directly involved in the change process. The change agent should have been engaged who is a highly trained professional in organisational development to lead the drive towards organisational transformation. In this case study the data collected would at best be unscientific and unrealistic to say the least. Change, whether planned or emergent can take a number of forms, each of which requires a different type of action. Utilising collective methods of action research together with capacity building and the will to include people in the change process will go a long way in achieving successful change. In conclusion it must be said that there are unprecedented opportunities and challenges in the health care industry for which organisational development (OD) practitioners must be aware of and as such there can be significant positive growth and development by linking strategic activities of the organisation towards the direction of organisational transformation. Organisational transformation can also be achieved by being able to facilitate integration of people and processes across traditional department and organisational boundaries and by acknowledging competencies and integrity. REFERENCES: ATKINSON, P. E. (1990) ‘CREATING CULTURAL CHANGE’ MANAGEMENT SERVICES VOL. 34 NO. 7, PP. 6-10. BPP PROFESSIONAL EDUCATION- ORGANISATIONS AND BEHAVIOUR SUPPORTIND FOUNDATION DEGREES, MANDATORY UNIT 3 P. 185.. CUMMINGS,T. G. AND WORLEY,C. G. (2005)’ ORGANISATION DEVELOPMENT AND CHANGE’, 8TH. EDITION,THOMPSON SOUTHWESTERN. P. 509. HANDY, C. B. (1993)’ UNDERSTANDING ORGANISATIONS’, 4TH. EDITION KOTTER, J. P. AND COHEN, D. S. (2002)’ THE HEART OF CHANGE’, HARVARD BUSINESS SCHOOL PRESS MAYLOR, J. (2004) ‘MANAGEMENT 2ND. EDITION’, F T/ PRENTICE HALL ,PP. 69-74. Mc LEAN, A. AND MARSHALL, J. (1998) ‘CULTURES AT WORK, LOCAL GOVERNMENT TRAINING BOARD’. MULLINS,LAIRIE, J. (1997)’MANAGEMENT AND ORGANISATIONAL BEHAVIOUR 9TH. EDITION FT/PRENTICE HALL SENIOR, B. AND FLEMING, J. (1993). ‘ORGANISATIONAL CHANGE’, 3RD. EDITION, FT/ PRENTICE HALL. BIBLIOGRAPHY Bradford Burke. 2005. Re-Inventing Organisation Development, Wiley Publication. Cummings Worley. 2004. Organisation Development Change, Thomson Publishing French Bell. 1999. Organisational Development: Behavioural Science Interventions for Organisation Improvement, Prentice Hall Publication. French, Wendell,Bell, Cecil Zawacki, Robert. 2004. Organization Development Transformation: Managing Effective Change, McGraw-Hill Publication Stacy, Ralph. 2000. Strategic Management Organisational Dynamics: The Challenge Of Complexity, FT/Prentice Hall. Morgan, Gareth. 2006. Images of Organisation, Sage Publication. Handy, Charles. 2002. Age of Un-reason, Pitman Handy, Charles. 1993. Understanding Organisations, Penguin Schein, Edgar. 1998. Process Consultation Revisited, Prentice Hall Schien Gallos. 2006. Organisational Development, Jossey Bass Publication Burnes, Bernard. 2004. Managing Change: A Strategic Approach to Organisational Dynamics, Prentice Hall. Oppenheim, A. N. 1992. Questionnaire Design, Interviewing and Attitude Measurement Vansina, Leoplod Vasina-Cobbaert, M. J. 2008. Psychodynamics for Consultants Managers: from Understanding to Leading Meaningful Change, Wiley Publication. How to cite Organizational Transformation Issues In A Health Care Clinic, Essay examples

Health and Healing at Your Fingertips free essay sample

Throw out the bottles and boxes of drugs in your house. A new theory suggests that medicine could be bad for your health, which should at least come as good news to people who cannot afford to buy expensive medicine. However, it is a blow to the medicine industry, and an even bigger blow to our confidence in the progress of science. This new theory argues that healing is at our fingertips: we can be healthy by doing Reiki on a regular basis. Supporters of medical treatment argue that medicine should be trusted since it is ffective and scientifically proven. They say that there is no need for spiritual methods such as Reiki, Yoga, Tai Chi. These waste our time, something which is quite precious in our material world. There is medicine that can kill our pain, x-rays that show us our fractured bones or MRI that scans our brain for tumors. We will write a custom essay sample on Health and Healing at Your Fingertips or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page We must admit that these methods are very effective in the examples that they provide. However, there are some every day complaints such as back pains, headaches, insomnia, which are treated currently with medicine. When you have a headache, you take an Aspirin, or Vermidon, when you cannot sleep, you take Xanax without thinking of the side effects of these. When you use these pills for a long period, you become addicted to them; you cannot sleep without them. We pay huge amounts of money and become addicted instead of getting better. How about a safer and more economical way of healing? When doing Reiki to yourself, you do not need anything except your energy so it is very economical. As for its history, it was discovered in Japan in the early 1900s and its popularity has spread particularly throughout America and Western Europe. In quantum physics, energy is recognized as the fundamental substance of which the universe is composed. Reiki depends on the energy within our bodies. It is a simple and effective way of restoring the energy flow. There are no side effects and it is scientifically explained. Opponents of alternative healing methods also claim that serious illnesses such as HIV/AIDS and cancer cannot be treated without drugs. They think so because these patients spend the rest of their lives in the hospital taking medicine. How can Reiki make these people healthy again? It is very unfortunate that these patients have to live in the hospital losing their hair because of chemotherapy, losing weight because of the side effects of the medicine they take. Actually, it is common knowledge that except for when the cancer is diagnosed at an early stage, drugs also cannot treat AIDS or cancer. Most of the medicine these patients use are to ease their pain and their sufferings because of the medical treatment they undergo. Instead of drugs hich are expensive and have many side effects, you can use your energy to overcome the hardships of life, find an emotional balance, leave the stress of everyday life and let go of the @ 2006 Bogazici University SFL 6 of 6 everyday worries. Most of the chronic conditions such as eczema or migraine are known to have causes such as poor diet and stress. Deeprooted anger or other strong emotions can contribute to viral infections as well. Since balancing our emotions and start learning Reiki and avoid illnesses before it is too late. Some people may still maintain that in our material world, everything depends on time. It is even lacking time that causes much of the stress that leads to the illnesses we mentioned. How would it be possible to find time to do Reiki to ourselves and the people around us when we cannot even find time to go to the theater? This is one good thing about Reiki; it does not require more than 15 minutes of our time. There is no need for changing clothes or special equipment. It is a wonderfully simple healing art, an effective method of relaxation and stress-relief. Most important f all, it is less time consuming than medicine if we think of all the time we spend taking medicine for some complaints and taking some more for the side effects as well. Having said these, resistance to Reiki would be quite illogical. Reiki is natural and drug-free. What is more, it is easy to learn by anyone, regardless of age and experience. It can be used anywhere, anytime. It also enhances physical, mental, emotional and spiritual well-being and the benefits last a lifetime. It is definitely high time to get away from the drug boxes we store in our drug cabinet!