Medieval Dance Research Paper Example | Topics and Well Written Essays - 1250 words

Medieval Dance - Research Paper Example Among the most important aspect for which dance is involved include entertainment, celebrations and worship (MacGee, 26). Therefore, Medieval Dance is an important concept of art to study, since it helps in creating an understanding of the ancient history, citing the particular cultural events and functions that were deemed important by the medieval societies. The study of Medieval Dance also helps us to trace the history of the happy moments that man has had, with a special emphasis on how the concept of celebration has changed over time. Another thing that makes this topic interesting is the fact that, dance has influenced other genres of art such as music, because any dance has to be done alongside a musical play, either vocal or instrumental (Highwater, 2). Thus, dance influences how such musical elements are formulated, if they have to suit the context and purpose of any dance. Cultural Context Medieval Dance was not a popular form of art in the middle ages, with paintings and o ther forms of artwork such as illuminations taking center stage (Mullally, 62). Dance was not considered as an important concept of art which could grow and develop to depict any cultural or social relevance. Therefore, dance did not feature any form of special documentation, until in 1450 and the periods after (MacGee, 30). The first formal recording regarding dance started in Italy, before spreading to the rest of Europe, where this form of art eventually gained some cultural significance. Thus, substantial dance recording in literary context did not occur until the renaissance period. Substantive description of dance was first done by an Italian, Giovanni Boccaccio in the 14th century, who presented literary texts with men and women involved in some form of dancing, accompanied by another group of musicians (Highwater, 7). This marked the first description of substantive dance as a form of art. From then on, many other artists and writers were involved in recording dance in liter ary contexts, though varying the form of descriptions that they gave, since they were influenced by their cultural and social contexts. After the first recording of dance and its description, it was adopted as an element of art, and it spread to other parts of Europe. In England, the first form of popular dance, the Carol dance was described in the book, â€Å"In a life of Saint Dunstan,† where a description was given on how Saint Dunstan went into a church and found maidens singing a hymn, while moving in round circles as they danced to the tunes of the hymn (Mullally, 51). This set the stage for more recognition and consideration of dance as a form of art that has a cultural impact on the society. Analysis Medieval Dance occurred majorly in two categories; the court and the country dance. Among these forms of dance, the Carole dance is considered most popular of the earliest dances, which has formed the basis of the present day Christmas carols. This category of dance was d eveloped from the church hymnal presentations, which involved dancing while moving in circle, chains or processions (MacGee, 43). As opposed to other form of dances which can be categorized as either court or country, carol dance fits in the settings of both categories, making it the most popular dance that was

Assignment 3 Essay Example | Topics and Well Written Essays - 750 words - 8

Assignment 3 - Essay Example Additionally, the company represents black at many functions and events, for example, BET Awards, Essence Music Festival, and Hoodie Awards. During the beginning of 2011, the company launched advertisements campaigns such as Inspired by color and urban market initiative. These campaigns were calling the people to express their taste and personal styles as exemplified by the features and colors of the new Fiesta launched in 2011. In the campaign, the company selected five black people who appear in the advertisement for the car. The other initiative known as ALL IN, which features videos having Black executives that had played key roles in the revival of the company. The other company is the America Airlines that is associated with the Africa American market. Besides Southwest Airlines, America Airlines has consistently supported Black people in the United States. American Airlines made an agreement with Steve Harvey Show to make advertisements on the radio and the Show official website. In addition, the airline through the social media launched a site known as blackatlas.com dedicated to promoting Black Traveler. The airline company launched a virtual museum. The museum explores all the African-Americans who have worked in the aviation industry from the historical past or the pre-civil rights to the current (Smith, 2006). Ford Motor Company by initiating and supporting the various events such as BET Awards, Essence Music Awards and Hoodie Awards the company succeeded in creating a consumer engagement model that enable them meet their target customers. It also creates awareness of the various products that the business manufactures. Moreover, users can make a clear differentiation of the different motors that Ford Company produced during that period. Additionally, ALL IN an ad successfully engaged their target customers by featuring some of their target clients in their promotions. All these structures have created an efficient

Models of Change Tasks at Tata Motors

Models of Change Tasks at Tata Motors Tata Motors Limited is Indias largest automobile company, with consolidated revenues of US$20.5 billion in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the worlds fourth largest truck manufacturer, and the worlds second largest bus manufacturer. The companys 25,000 employees are guided by the vision to be Best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics. Established in 1945, Tata Motors presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles to produce both Fiat and Tata cars and Fiat powertrains. The companys dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors, the first company from Indias engineering sector to be listed in the NewYork Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest truck maker. Task 1: a) Kurt Lewins change management model The concept of change management is a familiar one in most businesses today. But, how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin, a physicist as well as social scientist, Back in the 1950s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change he describes. Unfreeze This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up new way of operating. To prepare the organization successfully, you need to start at its core you need to challenge the beliefs, values, attitudes, and behaviours that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put everyone and everything off balance. You may evoke strong reactions in people, and thats exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you wont get the buy-in and participation necessary to effect any meaningful change. Change After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve, focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Unfortunately, some people will genuinely be harmed by change, particularly those who benefit strongly from the status quo. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these situations. Refreeze When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they arent sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you havent allowed the most recent changes to sink in? Change will be perceived as change for changes sake, and the motivation required to implement new changes simply wont be there. As part of the Refreezing process, make sure that you celebrate the success of the change this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful. McKinsey 7S framework The McKinsey 7S model involves seven interdependent factors which are categorized as either hard or soft elements: Hard Elements Soft Elements Strategy Structure Systems Shared Values Skills Style Staff Hard elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. Soft elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others. http://www.mindtools.com/media/Diagrams/mckinsey.jpg Lets look at each of the elements specifically: Strategy: the plan devised to maintain and build competitive advantage over the competition. Structure: the way the organization is structured and who reports to whom. Systems: the daily activities and procedures that staff members engage in to get the job done. Shared Values: called superordinate goals when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. Style: the style of leadership adopted. Staff: the employees and their general capabilities. Skills: the actual skills and competencies of the employees working for the company. Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The companys structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements. The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change. Whatever the type of change restructuring, new processes, organizational merger, new systems, change of leadership, and so on the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration. You can use the 7S model to help analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. Its then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. John P Kotters eight steps to successful change American John P Kotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Kotters highly regarded books Leading Change (1995) and the follow-up The Heart Of Change (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to peoples response and approach to change, in which people see, feel and then change. Kotters eight step change model can be summarised as: Increase urgency inspire people to move, make objectives real and relevant. Build the guiding team get the right people in place with the right emotional commitment, and the right mix of skills and levels. Get the vision right get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. De-clutter communications make technology work for you rather than against. Empower action Remove obstacles, enable constructive feedback and lots of support from leaders reward and recognise progress and achievements. Create short-term wins Set aims that are easy to achieve in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. Dont let up Foster and encourage determination and persistence ongoing change encourage ongoing progress reporting highlight achieved and future milestones. Make change stick Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture. Task 1: b) Change should not be done for the sake of change its a strategy to accomplish someoverall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization. Tata Motors was predominantly a manufacturer of commercial vehicles, and that is a very cyclical business. The commercial-vehicle market in India shrank by more than 40 percent, with massive consequences for both the top and, more particularly, the bottom lines of the company. The 110 million US$ loss was the first time something on this scale had happened in the companys history, and it really shook everybody within the organization. They tried to understand what had gone wrong and wanted to create a path for the future to ensure that they never got into such a situation again. So they decided on a recovery strategy that had three distinct phases, each of which was intended to last for around one and half years and 5 years in all. Phase one was intended to stem the bleeding. Costs had to be reduced in a big way, and that was going to be a huge challenge for a company that was not only the market leader but had been used to operating in a sellers market and employing a cost-plus approach to pricing. Phase two was to be about consolidating their position in India, and phase three was to involve going outside India and expanding operations internationally. Task 1: c) To be an effective leader of an organization requires you to do five things: Understand and interpret the environment in which he operate Develop winning strategies Execute them brilliantly; Measure the impact of your strategies followers. If you get results, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated. Develop organizational, departmental; the world wont retain the support of your followers team and personal capabilities. Team building is an application of various techniques of Sensitivity training to the actual work groups in various departments. These work groups consist of peers and a supervisor. Task 2: a) In recent times Tata Motors have faced a lot of challenge especially from the growing competition and globalization. To fight back these external evils, Tata Motors came out with plans of expansion to fight back competition via mergers and acquisitions and to fight back globalization it decided to cut costs and thereby introduced the worlds cheapest car. But all these activities had severe implications on its internal organizational change. Change was seen both on the management and at the employee level. At the management level change was seen for cutting costs and providing the cheapest car to the world market and at the employee level change was seen because of the much needed Tata Motors to merge with Daewoo, which caused a lot of change in its employees. Task 2: b) Enterprise-wide change is undertaken as a matter of survival. It is not an option and it is not a whim. Change carries high costs in terms of human and physical resources, share prices, stakeholder insecurity, customer dissatisfaction, receivables and cash flow. The reality is often a painful period of change, during which resistance is high, morale is low, productivity is falling, and confusion is rampant. (Calvello Seamon, 1995) No organization undertakes this lightly. So, the question is, if the cause is just, the need is clear, the alternatives evaluated, and the path to success communicated so that anyone in the organization can see that the change is not optional but essential, why does the change fail? The answer, Just being right isnt enough: you have to win the hearts and minds of the people who will make the change happen. (Marsh, 2001) There is no disembodied organization that can be changed. Only the people within an organization can make planned change a reality by changing their behaviours and the ways they relate to one another. Implementing change in an organization forces people to alter how they relate to one another. Not only do their goals, processes, equipment, and reality change but the very way they deal with others in the organization changes. This causes anxiety and anxiety causes resistance. only people who instigate change enjoy it; other have to suffer it. (Marsh, 2001) Faced with forced change many employees feel threatened believing that they will lose power, prestige, competence, and security. They feel that what is happening is beyond their control, outside their sphere of influence, and they fear it. Depending on how the particular organization has managed past change, the fears may be well grounded in experience. Task 3: a) The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years.    Businesses have realized that people are more important, whether that be the customer or the employees.    Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces quality product.    The customer must be happy, and if the employees are not happy, they have a hard time making the customers happy.    Task 3: b) Stakeholder Analysis is the process that: Is intended for group stakeholders and Understands what stakeholders expect from the project and what they need in relation to potential risks Identifies actions to minimize project risks and maximize benefits by working with the stakeholders. This covers organisational stakeholder analysis but you might ask What do I do about directly involving people? There are two basic approaches to this which can be summed up as Representation v Delegation. Both have advantages and drawbacks. Representation: Attempts to take in the full range of views, interest groups and organisational units as part of the full decision making process. Characterised by democratic, committee-type decision-making. Advantages Disadvantages Covers full range of views An obvious route to gain widespread acceptance of decisions Involves people who may have limited knowledge of the subject area Slows decision-making Can result in compromises which dont really represent best fit in any particular area Delegation: Delegates responsibility to those identified as being best suited to the job. Advantages Disadvantages Work carried out by those with appropriate skills and knowledge Permits project to move forward more rapidly Acceptance relies on trust in those delegated may be an alien approach in the education culture Needs care to ensure that all relevant issues are properly understood and covered Task 3: c) A change management strategy identify, prioritise, engage and assess stakeholders. Explicit areas of spotlight include: Ensure that all key stakeholders have an adequate understanding of the objectives, timeline and process. Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected. Influence stakeholder attitudes to become more positive (or at least less negative) towards the initiative and/or the change that it will bring about. Establish an effective feedback loop between the stakeholder group and the project team. Task 3: d) The three greatest barriers to organizational change are most often the following. Inadequate Culture-shift Planning. Most companies are good at planning changes in reporting structure, work area placement, job responsibilities, and administrative structure. Organizational charts are commonly revised again and again. Timelines are established, benchmarks are set, transition teams are appointed, etc. Failure to foresee and plan for resultant cultural change, however, is also common. When the planning team is too narrowly defined or too focused on objective analysis and critical thinking, it becomes too easy to lose sight of the fact that the planned change will affect people. Even at work, people make many decisions on the basis of feelings and intuition. When the feelings of employees are overlooked, the result is often deep resentment because some unrecognized taboo or tradition has not been duly respected. Lack of Employee Involvement. People have an inherent fear of change. In most strategic organizational change, at least some employees will be asked to assume different responsibilities or focus on different aspects of their knowledge or skill. The greater the change a person is asked to make, the more pervasive that persons fear will be. There will be fear of change. More important, however, there will be fear of failure in the new role. Involving employees as soon as possible in the change effort, letting them create as much of the change as is possible and practical is key to a successful change effort. As employees understand the reasons for the change and have an opportunity to try the change on for size they more readily accept and support the change. Flawed Communication Strategies. Ideal communication strategies in situations of significant organizational change must attend to the message, the method of delivery, the timing, and the importance of information shared with various parts of the organization. Many leaders believe that if they tell people what they (the leaders) feel they need to know about the change, then everyone will be on board and ready to move forward. In reality, people need to understand why the change is being made, but more importantly, how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about change from their direct supervisor. A strategy of engaging direct supervision and allowing them to manage the communication process is the key to a successful change communication plan. Task 4: a) RELEVANCE OF THE MODELS OF CHANGE Kurt Lewin theorized that there are three stages to change: Unfreezing: Old ideals and processes must be tossed aside so that new ones may be learned. often, getting rid of the old processes is just as difficult as learning new ones due to the power of habits. Just as a teacher erases the old lessons off the chalkboard before beginning a new lesson, so must a leader help to clear out the old practices before beginning the new. During this part of the process you need to provide just a little bit of coaching as they are unlearning not learning and a lot of cheerleading (emotional support) to break the old habits. Changing: The steps to the new ideals are learned by practicing: W h a t I h e a r , I f o r g e t . W h a t I s e e , I r e m e m b e r . W h a t I d o , I u n d e r s t a n d . Although there will be confusion, overload and despair, there will also be hope, discovery, and excitement. This period requires a lot of coaching as they are learning and just a little bit of cheerleading due to the affect of Arousal Overloading. Refreezing: The new processes are now intellectually and emotionally accepted. What has been learned is now actually being practiced on the job. Just a little bit of coaching is required and a lot of cheerleading is used to set up the next change process. . . remember it is c o n t i n u o u s process improvement! Task 4: b) 1. Formulation of a clear strategic vision: In order to make a cultural change effective a clear vision of the firms new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change. 2. Display Top-management commitment: It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings Worley, 2005, page 490). The top of the organization should be very much in favour of the change in order to actually implement the change in the rest of the organization. De Caluwà © Vermaak (2004, p 9) provide a framework with five different ways of thinking about change. 3. Model culture change at the highest level: In order to show that the management team is in favour of the change, the change has to be notable at first at this level. The behaviour of the management needs to symbolize the kinds of values and behaviours that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, it must be made clear that the current organizational does not need radical changes, but just a few adjustments. 4. Modify the organization to support organizational change: The fourth step is to modify the organization to support organizational change. 5. Select and socialize newcomers and terminate deviants: A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture. 6. Develop ethical and legal sensitivity: Changes in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control, equitable treatment and job security. Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and substantially different from what prevails in existing cultures. Cultural innovation is bound to be more difficult than cultural maintenance. People often resist changes hence it is the duty of the management to convince people that likely gain will outweigh the losses. Besides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. The organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense unique. Organizational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with in. The organization turns into a sort of clan. Marsh, Christine. (2001, March). Degrees of Change Resistance or Resilience. Performance Improvement, v40 n3 pp 29-33.

Omar Khayyam The Enigma :: essays research papers fc

PROLOGUE   Ã‚  Ã‚  Ã‚  Ã‚  Omar Kahyyam was primarily a mathematician and an astronomer. He was an extremely intelligent individual who wrote many theories in physics and metaphysics. He is also attributed with the reformation of the Persian calender with seven other great intellects to create a calender more accurate than the Gregorian calender. Ironically he is known to the world today for his translated collection of lyrical quatrains called the Rubaiyat. His life and works are somewhat of a mystery because he was rather unpopular until after his death. Yet the work he is most known and beloved for is considered to have been a gross mistranslation of both character and content.   Ã‚  Ã‚  Ã‚  Ã‚  This paper will be divided into six sections. The first is the prologue. The prologue was used to introduce Omar to the reader. Next there will be a brief biography of his life and major influences of his work. Following this will be a section on his magnum opus and only work, The Rubaiyat. This will include literary criticism of his famous work. After this there will be a brief conclusion to sum up the overall paper followed by an epilogue with my opinion on Khayyam. Finally in my bibliography the reader will see my sources for research and my opinion on those books.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   I. OMAR KHAYYAM, THE ENIGMA   Ã‚  Ã‚  Ã‚  Ã‚  In the history of world literature Omar Khayyam is an enigma. No poet of any time period has received greater recognition and fame through such a enormous misreading of his work. Known today world wide, Khayyam’s works would undoubtable be unheard of in modern day literature in they were not translated by English writer Edward FitzGerald. The paradox is that FitzGerald misinterpreted both Khayyam and his works in his translation to start an unending conflict1.   Ã‚  Ã‚  Ã‚  Ã‚   FitzGerald added to his editions of the Rubaiyat a biographical sketch entitled â€Å"Omar Khayyam: The Astronomer Poet of Persia.† In this he wrote his opinion that Khayyam was an anti-religious materialist who believed life’s only meaning was to be found in wine, song, and worldly pleasures:   Ã‚  Ã‚  Ã‚  Ã‚  Having failed (however mistakenly) of finding any Providence but Destiny, and any world but this, he set about making the most of it; preferring rather to soothe the soul through the senses into acquiescence with things as he saw them, than to perplex it with vain disquietude after what they might be.... He takes a humorous or perverse pleasure in exalting the gratification of sense above that of intellect, in which he must have taken great delight, although it failed to answer the questions in which he, in common with all men, was most vitally interested2.

Ballot or the Bullet

People would come from all over the country to Harlem, New York in the year 1964 to listen to Malcolm Little, better known as Malcolm X, give his speeches about having more civil rights for the black community. He claimed that they should try to spend money inside of their community to help it prosper and prevent it from becoming a slum or a ghetto. He compared their situation many times to when America was first starting and how they had to fight for their freedom from Britain.Malcolm X talked about Patrick Henry and how he said, â€Å"Give me liberty or give me death† and was saying that they need to stand up for what they want. He said that there can not be a revolution with blood shed but America is in a position right now where they can be involved in a â€Å"Bloodless revolution. † One thing that he repeated throughout his speech was that it would be the â€Å"ballot or the bullet† (Malcolm X). This meant that they would either get what they asked for or th ey would have to fight for it.In Malcolm X’s speech he addressed different rhetorical strategies to convey his message to the people of Harlem. One way the speaker attempted to sway his audience to feel the way that he did was by telling the people that he was educated about how the white people felt when they were suppressed by Britain. The white people of the time were being taxed without representation. He learned who Patrick Henry was and how he would rise up and say â€Å"Liberty or death† which is the equivalent to what Malcolm X’s slogan was, ballot or the bullet.He said that, the statement â€Å"Liberty or death† brought freedom to the white people in this country and that if they could do it, so could he and his supporters. He also talked about how he knew the new generations of black people in this country didn’t care how far the odds were against them; they wanted to fight for their rights to be equals to the white people of America. The y would ignore the odds altogether until they had succeeded in what they have come to do.Later, Malcolm uses emotion to get his message across to his audience when he talks about how America right now could be the only place to have ever had a bloodless revolution by simply succumbing to what the black population wanted and give them their civil rights. He said that usually you aren’t in a position where you love your enemy but here is a time where they love America but just would like to be treated as equals along with the rest of the population.Malcolm also said that Uncle Sam was the one that created this problem in the first place and going to his court expecting him to fix the problem would do absolutely nothing because he is the criminal and he is the one that needs to be fixed. A little bit later he talks about how Afro-American churches are being bombed, little girls getting murdered, and leaders of the black population getting shot in broad daylight. He asks why this isn’t being brought to the UN when these sorts of things that happen in other countries go directly to the UN. Then Malcolm says that it is their turn to take their case to the UN.He says that there he will have the support of all different ethnicities, including the 800 million Chinese people out there. Malcolm also talks about how Uncle Sam is able to stand up and represent himself as the leader of the free world when he is violating the human rights of over 22 million Afro-Americans. Malcolm used different methods to try to get his feelings across to his audience but they all were directed towards the same purpose; to try to get the civil rights of the black population in America at the time. This worked to a degree, it got people all riled up to fight for their civil rights.He first talked about how when America was first starting they didn’t like it when their civil rights were suppressed and that the Afro-Americans feel the same way they want their rights. Then Malcolm talks about how this revolution doesn’t have to include any death as long as America listens to the black communities requests. He purposes that it is time to go to the UN and have them help sort this out with the help of other countries. He sums up his whole speech in four words and those words are â€Å"ballot or the bullet† they will get what they want or they will fight for it.

GE Healthcare Essay

As is known to all, most successful medical equipment manufacturing companies like GE Healthcare satisfy customers’ need as possible as they can and they are still on the way to improve their supply chains to attract more customers and make themselves more competitive. From this, we can see that customer value which can be defined as â€Å"the customer’s overall assessment of the utility of a product based on perceptions of what is received and what is given† (Zeithaml, 1988, p. 14) plays a very important role in supply chain. In order to analyze the role of customer value and how this puts pressure on the supply chain, this paper will use GE Healthcare as an instance to specifically illustrate the market segment it targets, the nature of customer value, its market qualifiers and order winners and current pressures on the supply chain. GE Healthcare whose general headquarters in the United Kingdom is a $17 billion unit of General Electric Company. GE Healthcare with about 46,000 employees is committed to serving healthcare professionals and its patients in more than 100 countries and it is always looking for innovations to cut down costs, increase access and enhance quality around the world. (GE Healthcare, 2012) GE Healthcare’s market target is roughly divided into two parts, namely medical products and service. This paper will mainly focus on its product market. GE Healthcare produces a wide range of products which can be specifically set off four primary parts. These are Diagnostic & Clinical Equipment, Information Technology, Life Sciences and Medical Diagnostics. Furthermore, each primary product is divided into several different kinds of functional products. For instance, Diagnostic & Clinical includes diagnostic imaging, clinical products and home health. The diagram below shows the other three primary parts of its product market. (Dineen, 2010) As we can see from the diagram, with different kinds of medical products GE Healthcare targets on not only the high-end market but also the low-end market. Therefore, it is able to take up more market share than its competitors. GE Healthcare is a medical equipment manufacturer, so its customer is more likely to be medical retailers rather than individual consumers. Customer value is related to quality, service, cost and lead time, so medical retailers want high-quality products, good service, low cost and short lead time. GE Healthcare improves its quality by reducing medical errors, enhancing diagnostic and remote monitoring and its quality level raised 15% from 2008 to 2010. (Dineen, 2010) Its products have been widely praised by medical retailers. Besides, â€Å"According to the 2010 ServiceTrak Imaging survey for PET systems, GE Healthcare has received a No.1 ranking in overall service performance in IMV’s annual ServiceTrak survey.† (GE Healthcare, 2010) This shows that GE Healthcare provides excellent service to its customers. In addition, the base cost of GE Healthcare decreased by 7% from 2008 which is $5.7 billion to 2009 which is $5.3 billion. (Dineen, 2010) The company is able to reduce its costs while maintaining profit. Thus, medical retailers get price reduction from GE Healthcare. For the purpose of shorting lead time, GE Healthcare optimizes its manufacturing supply chain constantly and keeps efficiency at a high level. So retailers receive products from GE more shortly than before. Among many medical equipment manufacturers, GE Healthcare’s main competitors are Johnson&Johnson, Siemens Medical Solutions and Philips Medical System. After looking for their common qualifiers, I find that these companies all possess strong financial support, advanced production lines, successful manufacturing supply chains, talent pools and mature innovation teams. For example, â€Å"in May 2009, General Electric announced that over the next six years it would spend $3 billion to create at least 100 health-care innovations that would substantially lower costs, increase access, and improve quality.† (Immelt etal, 2009, p.3) So we can regard these factors as market qualifiers in the medical equipment manufacturing field. Compared to other companies, GE Healthcare has its own unique ways to win business—order winners. The GE company has an in-depth understanding of end-user requirements and can also respond them efficiently. Besides, it optimizes its production line by means of leveraging products with the different prices and feature points required by the market. The GE company enhances its supply chain by optimizing packing, delivery, manufacturing and other value-added services. (GE Healthcare, 2008) It also invests in growth geographies and innovates disruptive technologies. These beneficial ways make a great contribution for GE Healthcare to winning business. GE Healthcare manufacturing supply chain consists of several processes. First of all, the company selects high quality raw materials around world. Secondly, before being used in biomedical applications, raw materials which are altered need a synthesis process. Thirdly, many individual components of different medical equipments are produced by using raw materials. This process requires specialized skills and procedures. Fourthly, components are shipped to different functional assembly point and finished products are ready to go here. Finally, after being packaged and sterilized, medical equipments are shipped to distributions or consumers. (Gevaert, 2009, p.5) Though GE Healthcare holds a successful manufacturing supply chain, it is still facing pressures. As consumers prefer to buy high-quality medical devices with less money, GE Healthcare has to cut down costs in supply chain while producing high-quality products. When GE buys raw materials, it takes much more time to look for cheap ones with high quality and purity than before. This results in increasing lead time directly. In order to enhance quality to meet consumers’ needs, GE has to use more specialized and skilled workers or more advanced machines in manufacturing. But this conflicts with its purpose of reducing costs. Besides, in the competition with other companies, GE has to make its supply chain more efficient and faster continuously and this is very difficult to achieve. Bibliography: Dineen,J.(2010). Healthymagination Investor Update. Lecture presented as part of GE Healthcare meeting,24/06/2010. GE Healthcare.(2008). 2008 European Cardiology Information Systems Product Line Leadership of the Year Award Recipient. GE Healthcare.(2010). You can’t put a number on trust. But IMV can. GE Healthcare.(2012). About GE Healthcare[online] Available at: http://www.gehealthcare.com/eueu/msabout/msabout.html [Accessed 13/11/12] Gevaert,M.(2009). Upstate South California’s Medical Device Cluster. New California, p.5. Immelt,J,R.Govindarajan,V. and Trimble,C.(2009). Harvard Business Review. How GE Is Disrupting Itself, p.3. Zeithaml, V.A.(1988). Consumer perceptions of price, quality, and value: A means-end model and synthesis of evidence. Journal of Marketing 52, p.14.