The Effect of WWII on the Visual Arts Essay Example for Free

The Effect of WWII on the Visual Arts Essay The global trauma of World War II, particularly the events that took place at Auschwitz and Hiroshima, caused dramatic changes in the visual arts. New ideas and criticisms of culture and society had come about, and artists were respondingconsciously and unconsciouslyto the war. New ideas about the arts had emerged shortly after the war. The long-standing notion that the arts make society more civilized and raise people above their instincts of fear and violence was proven untrue. Consequently, arts very right to exist came into question. In 1949, Theodor Adorno stated in his essay, Cultural Criticism and Society, that to go on writing poetry after Auschwitz is barbaric. He argued that new rules and conventions for art must be found and the old ones must be abandoned. One major attempt in creating these new rules and conventions is when arts main concern shifted from object-making to performativity. Jackson Pollock was among the first to make this transition. With his all-over drip paintings of the late 1940s, he had successfully liberated painting into becoming a kind of performance. His process has been described as a kind of dance with the canvas and paint. When examined closely, the viewer can trace the first marks made to the very last ones. In response to the controversy surrounding his method of painting, Pollock stated that New needs need new techniquesthe modern painter cannot express this age, the airplane, the atom bomb, the radio, in the old forms of the Renaissance or of any other past culture. His mention of the atom bomb proves that Pollocks method was a kind of response to the trauma of WWII. An artist as equally performative as Pollock was Lucio Fontana. In works such as Concetto Spaziale, Fontana attacks the surface of the canvas, thereby focusing the viewers attention on art-making as an action. This could also be seen as a literal attack on the medium of painting. In the Manifesto Blanco, Fontana stated that We live in the mechanical age. Painted canvas and upright plaster no longer have a reason to exist. This was a proclamation of his goal to create spatial art, art that is more engaged with technology. Similar to Fontanas attacks on the canvas, Shozo Shimamoto would repeatedly puncture the painting surfaces of his works. He also experimented with smashing bottles filled with paint onto the canvas. Shimamoto was a member of the Gutai Art Association, a group founded in Osaka, Japan which explored new areas of perfomativity and innovated the proto-happening. These early performative artists were not consciously addressing the trauma of the war in their art, but this shift to performativity suggests an unconscious response to it. In contrast, other artists were responding very consciously to what had happened during the war. The Nouveaux Rà ©alistes in France were the first to do this. Artists that belonged to this group included Arman,Yves Klein, Daniel Spoerri, Joseph Beuys, and Jean Tinguely. These artists stayed within the Bourgeois paradigm of art, but their art was clearly a conscious response to Auschwitz and Hiroshima, since many of the titles of their artwork make direct references to these events. Yves Klein, for example, named one of his monochrome IKBs Hiroshima, a negative anthropometric painting showing dead bodies after the nuclear attack. Arman did many pieces that dealt with Auschwitz by showing negative presentations of Nazi victims through accumulations of their belongings. In the early sixties, Arman became more performative with his combustion pieces, probably an influence from the Happening which started taking place in New York around 1959. The happening brought about one of the most important changes when the audience was made to play a major role in the outcome of the piece. A much more significant movement than the Happening, however, was Fluxus, an international movement consisting of many different kinds of artists from many different ethnicities. It is practically impossible to combine all Fluxus artists into a single group, since their art ranges from anti-expressionist to hyper-expressionist, political to not political at all. Whereas Happenings were unconscious of their politics, some Fluxus artist created highly political art. Those in favor of anti-expressionism were following the example of John Cage, while another tendency, inspired by the Living Theater, created highly expressive art. The struggle with World  War II was fully conscious with the Living Theater, which, like the Happening, would involve audience participation. Fluxus was the alternative to Pop art, which was taking place at the same time. Though both consciously addressed the war, Pop art sometimes seemed to glorifyor bring attention tothe American way of life after the war, as in James Rosenquists F-111. His most famous antiwar painting, F-111 combines images of a fighter plane, a nuclear bomb, and a little girl sitting under a hair dryer. Such art can be seen as a reflection of the Wests collective response to Auschwitz and Hiroshima; they denied that it had to do with capitalism, did not agree with the idea of Instrumental Reason, and were, on the whole, optimistic, still enjoying life after the war. In conclusion, following the tragedy of World War II, art has never been the same. Artists realized that they could no longer continue making art in the same way that they did before the war, acting as if nothing had happened. Performativity and politicized art were perhaps the most significant of these changes. Whether unconscious or conscious, performative or not, responses to the horrific events of Auschwitz and Hiroshima can be seen in many postwar art, and the trauma of these two events can be seen even in the art of today.

Tools And Techniques Used In Environmental Analysis Tourism Essay

Tools And Techniques Used In Environmental Analysis Tourism Essay Environmental analysis is a very important part of decision making. Managers need to take this aspect of taking decisions very seriously. It has been proved time and time again that decisions that are made from gut feelings or instincts may not work how the manager envisioned it to work out. It is always better for analysis to be done and different scenarios to be worked out to see how a decision can work out. This reduces the risk associated with taking decisions. This process of analyzing the environment is a dynamic process not a static process. The environment in which an organization works in is divided into internal and external environment its respective factors. The following article talks about the tools and techniques which are used in analyzing the factors of the business environment. Introduction: Strategic management is also called institutional management. It is the art and science of the creation of strategies and plans, the implementation and evaluation of these strategies and plans which helps an organization to achieve its long-term objectives. In this process the organizations mission, vision and objectives are discussed and developed. After these objectives are developed, the policies, plans, with respect to projects and programs, are designed, and then resources are allocated or budgeted to implement them and achieve the objectives. (wikipedia n.d.) Strategic management consists of a set of activities that come under setting goals and over the process of putting together tactics to achieve these goals and objectives. How strategic management is carried out depends on the organizational structure of the company. The Board of Directors, the management team as well as other stake holders of the company can be involved in these activities that fall under strategic management. Strategy can be defined as unified, comprehensive and integrated plan that maps the strategic advantages of the organization to the challenges of the environment. It is designed to ensure that the core objectives of the enterprise are achieved through the proper execution by the organization. (Jauch and Glueck 1988) Formulating a strategy for achieving an objective or a set of objectives is a combines three main processes which are: à ¢Ã¢â€š ¬Ã‚ ¢ By analyzing the situation, evaluating themselves and comparing themselves with their competitors i.e. internal and external as well as micro-environmental and macro-environmental. à ¢Ã¢â€š ¬Ã‚ ¢ After this assessment, the objectives are determined. These objectives should be created with respect to a time-line; where some are short-term and others are long-term objectives. This involves creating a vision statement, a mission statement, setting corporate level, strategic business unit level and tactical level objectives. à ¢Ã¢â€š ¬Ã‚ ¢ These objectives should be studied along with the results of the situation analysis and a strategic plan can be formulated which will provide details of how to achieve these objectives. Environmental analysis begins from the identification of environmental factors (internal and external), assessing their nature and the impact of these factors and making various profiles for positioning of the firm. All the decisions taken by the organization and the impact of these decisions depend on the organizations internal and external environmental factors. These environmental factors should be carefully analyzed before taking any decisions. Environmental analysis is made up of the processes which scan, monitor, analyze, and forecasts the situations which the organization can face and variables of the environment. Scanning is done to get information from the environment. Monitoring is done to test the impact of the environmental factors. Analyzing deals with data collection and the use of tools and techniques to study and measure the environmental factors. Forecasting is a method to find the possibilities of the future based on the historical data and present scenario. (Busine ss Environment Analysis n.d.) Different tools, methods, and techniques are used for environmental analysis. Some of the major methods of analysis are benchmarking, scenario building and network methods. Scenario building gives an overall picture of the total system with the factors which affect it. Benchmarking is the process of finding the best standards in an industry and comparing the strengths and weaknesses of the firm with these identified standards. The network method is used to assess organizational systems and its external environment to find the strengths, weaknesses, opportunities and threats faced by an organization. (Agarwal n.d.) Few of the techniques of primary information collection are brainstorming, the Delphi technique, conducting surveys, and historical enquiry. The Delphi technique collects independent information from the experts without mixing them. Brainstorming is done with a group of people usually cross-functional which discuss the problem in hand and try to come up with solutions irres pective of whether the solution is feasible or not. Conducting a survey first involves the design of questions and then asking these questions to people who become the participants. The historical enquiry technique is a case analysis of previous time periods. Analysis tools can be descriptive tools such as mean, median, mode, frequency or tools can be statistical such as ANOVA, correlation, regression, factor, cluster, and multiple regression analysis. (BADU 2002) SWOT analysis: Figure 2.1 A study of the internal and the external environment is a critical component of the strategic planning process. The firms internal environmental factors can be classified as strengths (S) or weaknesses (W), and those factors which act as external agents to the firm can be classified as opportunities (O) or threats (T). This is called SWOT analysis. (QuickMBA n.d.). This analysis gives information that is useful in matching the organizations resources and abilities to the environment in which it operates. 2.1 The SWOT Matrix: A matrix of these factors can be constructed. This matrix will be helpful in developing the strategies for the firm. The SWOT matrix (also known as a TOWS Matrix) is shown in the next page: SWOT / TOWS Matrix Strengths Weaknesses Opportunities S-O strategies W-O strategies Threats S-T strategies W-T strategies Table 2.1 S -O strategies helps to pursue identified opportunities fit well according to strengths of the firm. W-O strategies helps to overcome weaknesses to pursue opportunities identified. S-T strategies identifies ways in which the firm can use its strengths to reduce its vulnerability to external threats. W -T strategies establishes plans to overcome the firms weaknesses and less vunerable to external threats. Environmental analysis or external audit: The organizations should adapt themselves and their strategy to the external environment which is constantly changing. The external environment is also called macro environment. These forces of the external environment cannot be controlled and can be analyzed using a variety of tools and techniques such as Environmental Scanning and PEST analysis. 3.1 Environmental Scanning Environmental scanning is defined as the process that seeks information about events and relationships in a firms environment, the knowledge of which help top management chart the firms future. Environmental scanning is used to gather information from the environment. In this process, the external environment is divided into sectors or areas such as political, economic, cultural, technological and further analysis such as PEST analysis can be done after scanning the environment. Information is collected by monitoring and forecasting any changes that occur to the variables of the environment that have been identified earlier. This collection of information helps the organizations to find out where they are lacking and what exactly they need which helps them in formulating the strategies. (Acar 1995) 3.2 PEST Analysis PEST analysis identifies the external forces that affect the organization such as Political, Economic, Social and Technological drivers. It is very useful for the organization when used together with other tools such as the SWOT analysis. (wikipedia n.d.) Political Factors These factors may have a direct or an indirect impact on the way the organization operates. Laws made by the government may have a huge impact on the way business is conducted by the organization. Economic Factors Economic factors such as the market prices and market cycles which in turn affects the buying power and the behavior of the organizations customers. Sociological Factors Sociological factors include the lifestyles, demography characteristics, and the cultural habits and characteristics of the customers. These factors have a huge sway on the requirements and desires of the customers and also affects the size of potential markets. Technology Factors Technological changes have an important role in modeling how organizations operate with the resources that they have. Technology is a factor which is very important to gain a competitive advantage over the closest competition. Technological innovations can also improve the efficiency of production, speed and quality. Evolving technologies will change how organizations operate. 3.3 Porters Five Forces Model Analysis: Michael Porter is credited for his five forces model of competitive strategy. The power of each of these forces varies from industry to industry, but taken together they determine long-term profitability. These five factors will affect the strategies which will be adopted by the organization and hence should be carefully analyzed. To be successful, the organization must respond in an effective manner to the environmental pressures exerted on it. (Kazmi 2002) The diagram given on the next page shows the five forces of this model. C:UsershaiDesktopPorter.GIF Figure 3.1 Internal environmental analysis: The resources, strengths, behaviors, weakness and distinctive competences are major components of the internal environment of an organization. An organization uses different types of resources which help them achieve their objectives and the way in which they utilize their resources can be the source of their strengths or weaknesses. This can also be defined as organizational capability which is used to develop the strategies and objectives which the organization can achieve and these should not unrealistic according to its capabilities. Some of the components of the internal environment of an organization are: 4.1 Organizational Resources These are all the tangible and intangible inputs used in the organization to create the outputs of the organizations product or services. 4.2 Organizational Behavior The behavior of an organization demonstrates is the result of forces operating internally which will determine the abilities of the organization or constraints in the usage of resources. 4.3 Competency Competency of an organization is the ability to do what its competitors cannot do or the ability to do better than what they can do. This concept is used for strategy formulation. Conclusion: It can be seen that the analysis of the environment is critical to the success of the decisions that managers have to make which have widespread impact on the functions and processes of the business.

Bismark Essay -- essays research papers

II. Summary 1)  Ã‚  Ã‚  Ã‚  Ã‚  The book I have reviewed, Bismarck, is a complex look at the life of the German legend, and is certainly intended for historians not unlike the author himself. Palmer does not exclude any part of the man’s life even dwelling into his childhood and adolescence. His attention to details is very apparent, even to his own admission, using public and private letters written by Bismarck himself. This book is not intended for a student looking for a little more information on the subject, nor the minimal information needed to satisfy the general public. The book was obviously written by someone who greatly admired Bismarck, and spared no expense in writing as much as he could about him. 2)   Ã‚  Ã‚  Ã‚  Ã‚  Otto Van Bismarck was born April 1st 1815, son of mother Wilhelmine von Bismarck, and father Ferdinand, a Prussian landowner. He studied at Gottingen and Berlin, and after holding minor administrative offices he was elected to the Prussian Landtag in 1847. While in the Landtag, he advocated the unification of Germany under the aegis of Prussia, and was opposed to the liberal movements. He gained the position of ambassador to St. Petersburg, in 1859, and soon after became the ambassador to Paris in 1862. There he would gain much insight and experience that would determine his future policies.   Ã‚  Ã‚  Ã‚  Ã‚   Bismarck was appointed premier by the King of Prussia, William I, in the king’s effort to secure his military program, which was strongly opposed by the parliament. With his new position Bismarck ultimately, instigated the Austro-Prussian War, as well as the Franco-Prussian War, in order to rid the German Confederation, and fully unify Germany. A struggle for power ensued between Bismarck and William II, which finished with Bismarck’s dismissal and finally his retirement. III. Analysis 1) The author of this book, Alan Palmer, is a reliable historian educated at Oxford University. He is an expert in European History and even headed the History Department in Highgate School. He left his post of sixteen years to concentrate on historical writing and research. He went on to publish eighteen books on numerous leaders and empires of Europe. His work includes, Napoleon in Russia, Alexander I: Tsar of War and Peace, The Decline and Fall of the Ottoman Empire and many more. 2)  Ã‚  Ã‚  &n... ...eveled in it. His credentials were well established having graduated from Oxford and writing many other books based on the same period of time in Europe.   Ã‚  Ã‚  Ã‚  Ã‚  The book was written very straightforward, and did not zig zag from different periods of time, but instead stayed in a chronological order, which helped the book flow easily from one event to the other. The book also stayed on topic, never straying off the topic of Bismarck, and remaining a biography, rather than a history book. Bismarck’s nature and personality were shown through examples such as letters, articles and speeches.   Ã‚  Ã‚  Ã‚  Ã‚   The author also stayed true to his word, and did not force his own opinions or interests into the book. The author left it up to facts to prove his own feelings, and did not mettle with history in order to preserve his own feelings. He showed Bismarck as a great, but not perfect man. In closing, I would recommend this book to anyone with a strong interest in Germany, and someone who wanted to know more about the man who helped create it. Bismark Copyright 1976 by Alan Palmer Copyright under the Berne Convention Charles Scribner’s Sons, New York

Explain how Charles Causley uses literary effects in his poem, The :: English Literature

Explain how Charles Causley uses literary effects in his poem, 'The Cowboy Song. How do they add to the reader's enjoyment? The poet, Charles Causley, and his poem, the Cowboy Song, is about a lonely ghost cowboy. Gradually the poet is telling the reader through the stanzas that the cowboy is died, at 20. The cowboy led a sad life with events like his sister and father fleeing. Charles Causley does this effectively, and this essay is going to explain how the poet uses literary effects like onomatopoeia, alliteration and metaphors, and how these effects add to the reader's enjoyment. To start with, I am going to tell you about the rhythm and rhyme of the poem. The rhythm and rhyme give the poem and sort of fell that makes it fell like a song. We can connect this with the title (Cowboy Song). There is a steady beat of 8,7,11,6 but this may vary slightly in some stanzas. Like in the last stanza it is 7,6,8,6. The rhythm and rhyme actually make the poem quite jolly, though it is a very sad poem!?! It is a big contrast. There is a strong difference and it is there to leave us with a moral. Which infact is the whole poem, and this is what the contrast does. The first stanza is set at nighttime. In this stanza we can see a verity of effects like alliteration, metaphors, similes and the effect you would find in any good poem, rhythm and rhyme. Setting the scene in Salem County, the poet is already hinting at the supernatural. Salem is a place where we associate with witchcraft, ghosts, and unnatural things. One way to back this theory up is a simile, "sweet as an angels feet". Here he is describing the wheat and the effect is that obviously no one can touch or taste an angel's foot, so it makes it odd, and supernatural. The metaphors are 'blue-bone orchard' and 'marmalade moon'. I believe the blue-bone orchard is a graveyard. This is because he is awakening from his grave and it would make sense for someone to get up at the introduction of a poem, and not at the end for example. Also we have 'marmalade moon'. This is possible when the moon is rising or setting. But it is not made of marmalade, however the use of this metaphor gives a jolly effect. Alliteration highlights the words the poet wants you to fell and take in, not just read them. For example, 'zithering zephyrs'. We take this in and think about it better than a simple phrase like 'wind making

Casablanca :: essays research papers

How can a hero survive in a world gone mad? Casablanca, the classic 1940s film, was known as the greatest movie ever by some, and also seen as being one of the most important novels of the 20th century, revolve around a world in confusion, where no one trusts anybody else, and a war wages on within and without. Rick dealt with a world rocked by the impacts of World War II, where everyone was a spy, and even the spies were spied on. Rick is a cynic, tossed into a chaotic yet romantic world, and comes forth victorious. In Casablanca, we emerge with a feeling of hope, and joy, that the forces of good can win, and that eventually we will triumph over our enemies, wherever or whatever they may be. While slochky and romantic, Casablanca is a touching movie, and probably one of the best ever made. It takes place in a world gone mad, where nothing is truth, and reality is always questionable. Sam of course, is stability. He can't be bought or sold, and is seemingly a constant, always there and never too deep into the problems of the world. Sam represents the carefree aspect in all of us, the feeling that we'd just as soon turn our attention away from the war and hum a tune. Rick faces the ultimate human enemy which is the unimportance of an individual. Rick exemplifies this theme, as he relates to Ilsa: "The problems of two little people don't amount to a hill of beans in this crazy world." Simply put, individuals don't matter. That the events surrounding their world and time overpower those of the individual. Casablanca deals with a festive arena in the midst of war, Rick's Cafà © Americain,yet it is set in a typical place that is different than the surrounding world. Outside Rick's a war wages on, but inside the kindly cafà ©, an atmosphere of warmth and freedom emanates. Yet it is soon crushed by the iron fist of the Germans attempting to capture the rogue Lazlow.Rick's world is apart by forces beyond his control which he wins in the end. In summary, Casablanca revolved around the idea that humanity is losing its personal identity to that of the masses. The individual, in both cases, is far less important to that

How is Lady Macbeth presented by Shakespeare? Essay

How is Lady Macbeth presented by Shakespeare? In what ways does she change through the course of the play, and how does this affect the audience’s response? Introduction Macbeth is a Scottish play written by William Shakespeare between 1603 and 1606 and the links between King James and this tragedy are evident. The themes presented in this play are ambition, desire, and succession to the thrown, loyalty, order and greed. I will be analysing how Shakespeare portrays and presents Lady Macbeth through different stages and events in the play. Para 1 The audience first meets Lady Macbeth in Act 1 scene 5. She is reading Macbeth’s letter alone. After reading the letter she displays her thoughts about Macbeth becoming the king. The audience is instantly shown that Lady Macbeth is ambitious, as the first words she utters are, â€Å"Glamis thou art, and Cawdor, and shalt be† This shows that she believes that Macbeth will be the thane of Cawdor. However, she describes Macbeth’s flaws as well as his qualities in negative and positive images, † †¦I do fear thy nature, It is too full o’th’milk of human kindness.† Lady Macbeth is saying that Macbeth’s kindness to others is a weakness in his nature and character. Also, that it may adversely affect him becoming the king as he is not ruthless. She says that this ruthlessness ‘illness’ that Macbeth doesn’t have, saying Macbeth will take any opportunity that comes his way, but he only wants to win his honours honestly. He wants to be king even though the throne is not his by right, but he will not play falsely. Lady Macbeth decides that she will have to help him to find the necessary determination. The audience can see that Lady Macbeth is domineering and ambitious. We learn that Macbeth’s wife is ‘his dearest partner of greatness’. This salutation may suggest that he looks toward her for help as she possesses a power and supremacy that he sees. She has power over him and he obeys her. However, they do love each other as is shown=== Q The captain describes Macbeth as brave and determined as is described earlier in the play, ‘For brave Macbeth (well deserves that name †¦which smoked with bloody execution.† The captain praises Macbeth’s savagery in battles because it has preserved the rightful king and has shown Macbeth to be loyal. Lady Macbeth also agrees that her husband is determined and loyal when she says, ‘woulds’t not play false’ (p.35, line 20) However, she believes that he is to weak and kind and would not kill to get his way. Para 2 In this soliloquy in act 1 scene 5. A messenger comes to tell Lady Macbeth that King Duncan will arrive that night. Lady Macbeth is excited, seeing this as the perfect opportunity to make Macbeth king. She calls the spirits of darkness to take away her natural womanliness and to fill her instead with the worst of bitterness, wickedness and cruelty so that she can help Macbeth commit this act. She does not want any natural feelings of regret or conscience to get in the way of what she intends. â€Å"Come, you spirits†¦ †¦unsex me here And fill me from the crown to the toe topfull Of direst cruelty.† Like Macbeth she asks the powers of darkness to hide her thoughts so that not even the forces the forces of heaven can see through the ‘blanket of the dark’. So the true nature is concealed. A 17th century audience could find this disturbing as she is subverting the qualities and features of a typical woman. Lady Macbeth would’ve been played by a man, therefore, this speech would become more convincing and realistic. Women in the 17th were usually stereotyped as motherly, meek and complacent towards their husbands. Whereas, Lady Macbeth is an atypical woman who commands her husband. The similarities that we can draw from Lady Macbeth and the witches are uncovered when Lady Macbeth uses the word ‘raven’ as the whiches also use animals such as a cat and a frog. Para 3 At the beginning of the scene (act 1 scene 7) Macbeth informs the audience about his doubts and fears which taunt him. Macbeth convinces himself not to murder Duncan by giving three reasons, â€Å"First, as I am his kinsman and his subject, Strong both against the deed.† Macbeth is stating that he is a loyal subject to King Duncan. He also says, â€Å"Then, as his host, Who should against his murderer shut the door, Not bear the knife myself.† He is saying that he should be protecting the king rather than trying to kill him. Lastly, Macbeth adds, â€Å"Besides, this Duncan Hath borne his faculties so meek, hath been So clear in his great office, that his virtues Will plead like angels.† Macbeth’s conscience is very persuasive. He tells himself that Duncan’s goodness and kindness is such that his murder would provoke tremendous outcry. Images of heaven and hell are linked†¦ Para 4 At the beginning of Act 2 scene 2 the audience can sense that Lady Macbeth waits anxiously for Macbeth. Lady Macbeth is very nervous and agitated, â€Å"Alack! I am afraid they have awaked, And tis not done: Th’attempt and not the deed Comforms us.† This tells us that she is very panicky and doesn’t want to get caught, if she does get caught her life being a queen will be ruined. When Macbeth arrives Lady Macbeth is very happy and knows that the deed, â€Å"my husband!† she says. The murder is over and Lady Macbeth is relieved but Macbeth’s got a feeling he might get caught. Macbeth won’t take back the daggers because he is so ashamed that he has done the murder and he can’t say, â€Å"Amen.† All this happens because Lady Macbeth ignores the rules of humanity and organised society, pursuing her own ruthless motives. However, repeatedly Lady Macbeth gives the appearance of being in control but she was unable to kill the king herself, claiming he looked too much like her father, † Had he not resembled My father as he slept, I had done’t.† This feeling of guilt is a glimpse of a more human side revealed to the audience. She, too, seems to realise the wrongness of the murder. Not much later she advises her husband, â€Å"These deeds must not be thought, After these ways: so, it will make us mad.† Both Lady Macbeth and Macbeth’s character is different in this scene. At the start of the scene Lady Macbeth is nervous and doesn’t want to do the murder, but Macbeth is confident and does the murder. After the murder Macbeth is scared and is in a trance of what he has done. Lady Macbeth has calmed down and regained her self-composure. Para 5 During the banquet in Act 3 scene 4, Macbeth sees the ghost of Banquo sitting in his place. Lady Macbeth reacts to Macbeth by quietly accusing her husband of being a coward, as she did at the time of Duncan’s murder, â€Å"Are you a man?† (p.63). Lady Macbeth tries to attack his masculinity and state of mind by questioning it, â€Å"Why do you make such faces? When all’s done, You look but on a stool.†(p.63) She is trying to convince Macbeth that there is nothing there. Lady Macbeth says all he needs is sleep, but this is ironic, as Macbeth has ‘murdered sleep’ and Banquo has risen from his ‘sleep’. Lady Macbeth is trying to cover up for her husband’s behaviour. This behaviour is making Lady Macbeth more insecure and anxious even though she taunts Macbeth, this time she is weary. In contrast to her powerful speeches at the end of act 1, here she only suggests that he needs sleep. Once the ghost has vanished Macbeth expresses, â€Å"I am a man again.†(p.65) Lady Macbeth then utters, â€Å"You have displaced the mirth, broke the good meeting, With most admired disorder.† (p.65) The greater part of the play is devoted to this part. He is king. We see Macbeth in action, others comment on his reign of terror. Macbeth is king but he wants to be safe king where he has nothing to fear and he fears Banquo a lot because he is the only one that has seen and heard the witches tell Macbeth the prophecies: – â€Å"To be thus is nothing, But to be safely thus: our fears in Banquo Stick deep, and in his royal nature Reigns that which would be feared.† Macbeth’s tells the murderers that they were treated badly by Banquo and this is the time to kill him, but Macbeth doesn’t want to get involved in the murder. He wants the murderers to get the blame. The murderers do whatever they are commanded: – â€Å"We shall my lord, Perform what you command us, Though our lives.† This is a sign that being King Macbeth means getting so much respect. In comparison from the moment he is crowned king. Macbeth executes a reign of terror that has already started with the killing of Duncan, together with his wife he is ruthless in pursuing his own selfish aims. He organises the death of those whom he se †¦ Macbeth: Lady Macbeth’s Character Lady Macbeth is a controversial figure. She is seen by some as a woman of strong will who is ambitious for herself and who is astute enough to recognise her husband’s strenghts and weaknesses, and ruthless enough to exploit them. They see her in her commitment to evil and in her realisation that the acquisition of the Crown has not brought her the hapipiness she had expected, and finally, as one who breaks down nuder the strain. Others see her as a woman ambitious for her husband whom she loves. She recognises the essential good in him, and feels that, without her, he will never win the Crown. She allies herself with the powers of darkness for his sake, but here inherent(congenital) femininity beraks down under the strain of the unnatural murder of Duncan and the alienation of her husband. She is seen as simple and realistic where Macbeth is complicated and imaginative. She can see what must be done; he visualises the consequence. There is a vast difference between Macduff’s â€Å"O gentle Lady ‘Tis not for you to hear what I can speak The repetition in a woman’s ear Would murder as it fell.† ACT II, Sc.ii and Malcolm’s assessment of her as a â€Å"fiend-like queen† (Act IV, Sc.vii). So we must examine the text. To Macbeth, in his letter to her, she is his â€Å"dearest partner of greatness†, an indication of love and trust. We see her as she analyses his virtues and weaknesses and decides to overcome his scruples, â€Å"hie thee hither That I may pour my spirits at thine ear† Is there any evidence here as to why she wishes him to be king? Overcome By Ambition – When she calls on the powers of evil to unsex her and make her cruel, does this imply that she fears her own womanliness and realises the unnaturalness of the murder of Duncan? Is she, like Macbeth just an ordinary human being overcome with ambition? Does she really lose her womanliness? Do the words(Act I, Sc. ii) â€Å"Had he not resembled My father as he slept, I had done’t† imply that she is still a woman with a woman’s tendernesss? Does she show herself strong willed and more determined than Macbeth, Act I, Sc.vii, as she argues and demands his agreement to the murder? Is she alloy by exploiting his love for her when she makes his consent to murder a test of his love? Is she being cynical when she inverts logic and reality in asking him if he is afraid to be what he wants to be and in suggesting that to be a true man he must take what he wants? Must she take some of Macbeth’s guilt here? In the murder scene (ActII, Sc.ii) she resorts to wine to give her courage. Does this also show that she has not been filled from top to toe with â€Å"direst cruelty†? She is aware, too, that dwelling on the moral aspect of the murder â€Å"will make us mad†. The Better Criminal? – She seems to be the better criminal; she remembers the details that Macbeth has overlooked, â€Å"Why did you bring these daggers from the place?† and shows her as she brings the daggers back. Does she really despise Macbeth when she argues him of wearing â€Å"a heart so white†? Or is she afraidfor him that he may betray himself? In Act II, Sc.ii, when she calls for help does she do so because of her feminie weakness, or is she afraid that Macduff may question Macbeth further as to his killing of the chamberlains? If the latter, does it again illustrate her quick thinking? Unhappiness – In Act III, Sc.ii, Lady Macbeth is coming to realise that the Crown has not brought happiness, â€Å"Nought’s had, all’s spent, Where our desire is got without content.† Is she suffering from remorse here, or does she think that the murder of Duncan has alienated Macbeth from her? â€Å"How now, my Lord! Why do you keep alone?† Is she worried that he is unhappy? She tries to console him, â€Å"what’s done is done.† and to rally his spirits. She again shows her presence of mind in the Ghost scene when he becomes ‘unmanned’, but then, she does not see the Ghost. She uses the old stragedy of appealing to his manliness, but without success. When the guests have departed she does not upbraid Macbeth, but makes excuses for him that he lacks â€Å"the season of all natures, sleep.† Does this show her gentleness and compassion towards him? Or does she feel that further argument would be useless? The Sleep-Walking Scene – We do not meet her again until this scene. She has now been reduced to a poor, mad creature, broken by events. Our last view of her is her delusion of nearness to Macbeth. Is there a stress on her sense of guilt, her despair and, perhaps still, her determination? Macbeth’s few words about her (Act V,Sc.v) may be uttered in an indifferent tone, or even with a sense of something already lost. In the end, perhaps, we feel guilty for her, but we may still remember what appeared to be hardness and cruelty. +Persuading Macbeth She says that he is acting as if he were drunk when he clothed himself in his hopes to become king. In a powerful speech she explains how far she would ne prepared to go to get what she wanted. Lady Macbeth tells him that if, like him, she had sworn to do something, then, before she would go back on her word, she would ‘pluck her own baby from sucking milk at her nipple and dash its brains out’.

Acca F1 Chapter 4

Chapter 4: Leadership, management and supervision Chapter learning objectives Upon completion of this chapter you will be able to: * define the term leadership * define the term management * define the term supervision * explain the difference between a leader and a manager distinguish between the role of the manager and the role of a supervisor * explain the classical approach to management using theories of  Fayol and Taylor * explain the main duties of a manager according to  Fayol * outline the relevance of classical approach to modern data practices * explain the nature of the human relations school aâ‚ ¬Ã¢â‚¬Å"  Mayo * describe the modern school of management with reference to the theories of  Mintzberg  and  Drucker * describe the three managerial roles as per work of  H Mintzberg * explain what is meant by authority * explain what is meant by the term responsibility identify the main sources of authority * explain the relationship between authority and respon sibility * explain the situational approach to leadership using  Adair's  theory * explain the contingency approach using  Fiedler's  leadership theory * explain the differences between transactional and transformational leadership referring to the  Bennis  theory * describe the phases of the change process referring to  Kotter  theory * explain the  Heifetz  leadership theory * explain the five scores on the  Blake  and  Mouton  managerial grid * outline the usefulness of the Blake and Mouton grid describe the four leadership styles as per  Ashridge.1 Introduction 1. 1 Leadership Abasic definition of a leader is ‘someone who  exercises  influence overother people'. This can be expanded into a more complex definition:'Leadership is an interpersonal influence directed toward theachievement of a goal or goals'. * Interpersonal aâ‚ ¬Ã¢â‚¬Å" between people. * Influence aâ‚ ¬Ã¢â‚¬Å" the power to affect others. * Goal aâ‚ ¬Ã¢â‚¬Å" something that we need/want to achieve. Leadership is a conscious activity and is concerned with settinggoals and inspiring people to provide commitment to achieve theorganisation's goals. . 2 Managers Allmanagers have in common the  overall  aim of getting things done,delegating to other people rather than doing everything themselves. Management can be defined as ‘the effective use and co-ordinationof resources such as capital, plant, materials and labour to achievedefined objectives with maximum efficiency'. A leader can be a manager, but a manager is not necessarily aleader. If a manager is able to influence people to achieve the goals ofthe organisation, without using formal authority to do so, then themanager is demonstrating leadership.Illustration 1 aâ‚ ¬Ã¢â‚¬Å" Differences between managers and leaders The manager administers; the leader innovates. The manager relies on control; the leader inspires trust. The manager has his eye on the bottom line; the leader has his eye on the horizon. 1. 3 Supervision The supervisor is part of the management team. * The supervisor is a person given authority for planning and controlling the work of their group, but all they can delegate to the group is the work itself. * A supervisor, therefore, is a type of manager whose main role is to ensure that specified tasks are performed correctly and efficiently by a defined group of people. In general, supervisors will also be doing operations work and giving advice to others to help solve problems. If the more senior manager is absent, the supervisor will take over the role. Illustration 2 aâ‚ ¬Ã¢â‚¬Å" The role of a supervisor Supervisors divide their time between supervisory duties and adetailed task. For example a supervisor in  purchasing  may also regularlycomplete some clerical work like raising purchase orders. Managers must ensure that supervisors understand organisationalobjectives and communicate the power and limits of the supervisor'sauthority.Supervis ion is an important part of the task and process ofmanagement. The role of the supervisor requires direct contact with and responsibility for the work of others. * The supervisor is the interface between the management and the workforce. * Front line aâ‚ ¬Ã¢â‚¬Å" resolving problems first hand where the work is done, and often having to resolve problems quickly. * They often need to have direct knowledge of  employment  legislation. * Often have responsibility for negotiation and industrial relations within the department. * Management tasks and operational work to perform. Day-to-day detailed internal information (manager aâ‚ ¬Ã¢â‚¬Å" medium-term internal and external information). Test your understanding 1 Briefly explain in general terms the responsibilities of a supervisor.2 Theories of management 2. 1 The classical school Both  Taylor and Fayol  shared the belief that individualsmust subordinate themselves to the needs of the organisation. In returnthe organisation was obliged to provide job security and goodremuneration. * Taylor and Fayol  believed in ‘one best way', the optimum way to: * organise the firm * do the individual job emphasis on the task to be done rather that the person doing it. * some of the main features of their approach were as follows: * belief in one controlling central authority * specialisation of tasks * fair pay and good working conditions, decided by management * clear lines of command. Illustration 3 aâ‚ ¬Ã¢â‚¬Å" Theories and management Scientific thinking on motivation in the workplace included a belief that reward for effort was a key consideration. Test your understanding 2 Which of the following statements best describes the classical approach to management? A  No one best approach.B  Communication should be encouraged. C  One best approach. D  An employee is considered an input to the organisational system. Fayol  argued that management may be split into five broadsareas: forecasting and planning, organisation, command, co-ordinationand control. Expandable text – Fayol's rules of managerial conduct Fayol  applied 14 rules of managerial conduct. These are: * Division of work  aâ‚ ¬Ã¢â‚¬Å" to improve practice and familiarity and become specialised. * Authority  aâ‚ ¬Ã¢â‚¬Å" the right to give orders, linked with responsibility. * Discipline  aâ‚ ¬Ã¢â‚¬Å" respect in accordance with the agreement between the firm and its employees. Unity of command  aâ‚ ¬Ã¢â‚¬Å" each subordinate answerable to only one superior. * Unity of direction  aâ‚ ¬Ã¢â‚¬Å" only a single head and plan for a set of activities. * Subordination to the general interest  aâ‚ ¬Ã¢â‚¬Å" the general good prevails over individual or sectional interests.* Remuneration  aâ‚ ¬Ã¢â‚¬Å" should be fair to both the recipient and the firm. * Centralisation  aâ‚ ¬Ã¢â‚¬Å" inevitable in organisations, but the degree should be appropriate. * Scalar chain  aâ‚ ¬Ã¢â‚¬Å" graduated lines of authority should exist from the top to the bottom of the organisation. * Order  aâ‚ ¬Ã¢â‚¬Å" workers and materials should be in their prescribed place. * Equity  aâ‚ ¬Ã¢â‚¬Å" combining clemency with justice. Tenure of personnel  aâ‚ ¬Ã¢â‚¬Å" adequate time for settling into jobs should be allowed. * Initiative  aâ‚ ¬Ã¢â‚¬Å" should be encouraged within the boundaries of authority and discipline. * Esprit de corps  aâ‚ ¬Ã¢â‚¬Å" harmony and teamwork should be encouraged in the organisation. Fayol  believed that a manager obtained the best performancefrom his workforce by leadership qualities, by his knowledge of thebusiness and his workers, and by his ability to instil a sense ofmission. Test your understanding 3 Which of the following are elements of management as identified by  Fayol. AControl. BMotivation. CCommunication. DCompromise.The implications of  Taylor's  scientific management are as follows: * Workers should be set high ta rgets, but should be well rewarded for achieving them. * Working methods should be analysed ‘scientifically', including the timing of work. * Management should plan and control all the workers' efforts, leaving little discretion for individual control over working methods. While there may be areas where these principles are still relevant,most modern theorists would argue that a more progressive approach isneeded where: * It is recognised that there is not always a ‘best' way of doing a particular job. Employees can often have considerable insight into a job and can make important suggestions for improvements. * Many workers can be motivated by other methods than tight control and financial reward. These issues are discussed in more details later in this chapter. Illustration 4 aâ‚ ¬Ã¢â‚¬Å" Theories of management The classical approach is still being utilised today since this isthe principle applied in most call centres: targets are set for thenumber of calls to be ta ken in a predetermined time period and reward isbased on the achievement of the target. Test your understanding 4Which one of the following statements is closest to the beliefs of the classical school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on the person rather than the task. DEmphasis on encouraging people to reach their full potential. 2. 2 The human relations school Research carried out by  Mayo  at the General ElectricCompany in Chicago concluded that group relationships andmanagement-worker communication were far more important in determiningemployee behaviour than were physical conditions (e. . lighting andnoise) and the working practices imposed by management. Also, wagelevels were not the dominant motivating factor for most workers. Further research established the following propositions of the human relations school.* Employee behaviour depends primarily on the social and organisational circumstances of wo rk. * Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group. * Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management. The usefulness of the human relations approach The school explicitly recognised the role of interpersonalrelations in determining workplace behaviour, and it demonstrated thatfactors other than pay can motivate workers. However, the approachpossibly overestimates the commitment, motivation and desire toparticipate in decision making of many employees. Test your understanding 5 Which one of the following statements is closest to the beliefs of the human relations school?AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on one best approach. DEmphasis on hierarchy of management. 2. 3 Modern writers Contributions made by modern writers on management include: * Contingency approach (‘no one best approach')  aâ‚ ¬Ã¢â‚¬Å" contingency theorists do not ignore the lessons learnt from earlier theorists, but adapt them to suit particular circumstances. * Behaviouralism  aâ‚ ¬Ã¢â‚¬Å" concerned with the personal adjustment of the individual within the work organisation and the effects of group relationships and leadership styles. Systems theory  aâ‚ ¬Ã¢â‚¬Å" expresses a manger's role as being a co-ordinator of the elements of a system, of which people are only one part. Expandable text – systems theory Systems theory takes the view that an organisation is a socialsystem, consisting of individuals who co-operate together within aformal framework, drawing resources from their environment and puttingback into that environment the products they produce or the servicesthey offer: * in doing so the input is converted into the final product or service, hopefully with value being added * an organisation does not exist in a vacuum.It depends on its environment and is part of larger systems, such as society, the economic system and the industry to which it belongs. Examples of the other systems include an information system, production system and a communication system. Drucker  identified five basic operations in the work of a manager. Managers: Expandable text * Set objectives  aâ‚ ¬Ã¢â‚¬Å" determining what they should be and what the goals in each area should be. They decide what has to be done to reach these objectives and make them effective by communicating them to the people who are going to perform them. Organise  aâ‚ ¬Ã¢â‚¬Å" analysing the activities, decisions and relations needed. They classify the work, divide it into manageable activities and further divide the activities into manageable jobs. They group the units and jobs, and select people for the management of the units and for the jobs to be done. * Motivate and communicate  aâ⠀š ¬Ã¢â‚¬Å" making a team out of the people that are responsible for various jobs. * Establish yardsticks  aâ‚ ¬Ã¢â‚¬Å" by making measurements available, which are focused on the performance of the whole organisation and which, at the same time, focus on the work of the individual and help them to do it.Managers analyse, appraise and interpret performance. * Develop people, including themselves. Mintzberg  identified ten skills which managers need if theyare to develop greater effectiveness, and grouped them together underthree categories, interpersonal, informational and decisional. Test your understanding 6 Is the following statement in line with  Mintzberg's  approach? ‘The manager in the informational role combines being a spokesperson and disseminator with being a monitor of information. ‘ 3 Managerial authority and responsibilityAuthority refers to the relationship between the participants in an organisation. * Authority is the right to give orders and t he power to exact obedience  (Fayol). * Authority is the right to do something, or ask someone else to do it and expect it to be done. * Authority is thus another word for legitimate power. Illustration 5 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility When analysing the types of authority which a manager or department may have the following terms are often used: * Line authority  aâ‚ ¬Ã¢â‚¬Å" the authority a manger has over a subordinate, down the vertical chain (or line) of command. Staff authority  aâ‚ ¬Ã¢â‚¬Å" is the authority one manager or department may have in giving specialist advice to another manager or department, over which there is no line authority. (HR department advising the accounts manager on interviewing techniques. )* Functional authority  aâ‚ ¬Ã¢â‚¬Å" is a hybrid of line and staff authority, whereby a manager setting policies and procedures for the company as a whole has the authority in certain circumstances, to direct, design or contr ol activities or procedures of another department. (A finance manager has authority to require timely budgetary control reports from other departmental/line managers. Test your understanding 7 If a manager justifies an instruction to a subordinate by saying'because I am your superior' the manager is relying on which of thefollowing bases of authority? AFunctional BStaff CLine Responsibility is the liability of a person to be called to account for his or her actions. * Responsibility expresses the obligation a person has to fulfil a task, which he or she has been given. A person is said to be responsible for a piece of work when he or she is required to ensure that the work is done. * Responsibility is the obligation to use delegated powers. The important point is that managers and supervisors are ultimately responsible for the actions of their subordinates; the term ‘accountable' is often used. * It is accountability for the performance of specified duties or the satisfactory achievement of defined company objectives. * Because responsibility is an obligation owed, it cannot be delegated. * No superior can escape responsibility for the activities of subordinates, for it is the supervisor who delegates authority and assigns the duties. Test your understanding 8 Which of the following statements could be a definition of responsibility?ALiability to be called to account. BAccountability for actions. CAn obligation owed. John French and Bertram Raven  identified five sources or bases of power. * Reward  power aâ‚ ¬Ã¢â‚¬Å" is based on one person having the ability to reward another person for carrying out orders or meeting other requirements. * Coercive  power aâ‚ ¬Ã¢â‚¬Å" is based on one person's ability to punish another for not meeting requirements, is the negative side of reward power. * Expert  power aâ‚ ¬Ã¢â‚¬Å" is based on the perception or belief that a person has some relevant expertise or special knowledge that others do not. Refere nt  power aâ‚ ¬Ã¢â‚¬Å" is based on one person's desire to identify with or imitate another. * Legitimate  power aâ‚ ¬Ã¢â‚¬Å" the power derived from being in a position of authority within the organisational structure aâ‚ ¬Ã¢â‚¬Å" according to the position they hold within the organisation. Illustration 6 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility If a manager justifies an instruction to a subordinate by saying'because I am a qualified accountant' the manager is relying on which ofthe following bases of power? AReferent BReward CLegitimate DExpert Solution D Test your understanding 9If a manager justifies an instruction to a subordinate by saying'because I am your superior' the manager is relying on which of thefollowing bases of authority? AReferent BReward CLegitimate DExpert In every position authority and responsibility should correspond (principle of correspondence): * Having responsibility without authority  aâ‚ ¬Ã¢â‚¬Å" supervisor may be held res ponsible for time keeping but does not have the authority to discipline subordinate for poor time-keeping. The supervisor is powerless to achieve the levels upon which his or her performance is being judged.This supervisor is likely to become frustrated, stressed and demotivated. Performance is likely to suffer. Conflict will occur if the supervisor fails the task due to lack of co-operation caused by lack of authority. * Having authority without responsibility  aâ‚ ¬Ã¢â‚¬Å" personnel department employ an individual but will have no responsibility for the employee; they are in a position of false security. Managers not held accountable for their authority may exercise their authority in an irresponsible way, which may not be to the benefit of the organisation.They may take unacceptable risks, because the consequences of decisions will not rebound on them. The control mechanisms of the organisation depend on accountability. Test your understanding 10 John has just joined a small accounts department. The financialcontroller is taken ill. John has been told that he needs to prepare themanagement accounts and requires information regarding salaries. Thepayroll department are not happy about giving John the informationrequired. What is the underlying cause of the problem? 4 Theories of leadership approaches 4. 1 The action-centred approach (Adair) Adair  suggests that any leader has to strive to achieve three major goals while at the same time maintaining a position as an effective leader. * Adair's action-centred leadership model looks at leadership in relation to the needs of the task, individual and group. Test your understanding 11 The table below includes needs that managers have to action. Suggest whether they are likely to be associated with individual, taskor group needs. 4. 2 The contingency approach (Fiedler) Contingency theory sees effective leadership as being dependenton a number of variable or contingent factors.There is no one right wayto lead that will fit all situations; rather it is necessary to lead ina manner that is appropriate to a particular situation. Fiedler's contingency theory * Fiedler  studied the relationship between style of leadership and effectiveness of the work group. Two styles of leader were identified. Psychologically distant managers (PDMs). * Maintain distance from their subordinates by formalising roles and relationships within the team. * Are withdrawn and reserved in their interpersonal relationships. * Prefer formal communication and consultation methods rather than seek informal opinion. Judge subordinates on the basis of performance and are primarily task-orientated. * Fiedler found that leaders of the most effective work groups actually tend to be PDMs. Psychologically close managers (PCMs) * Do not seek to formalise roles and relationships. * Prefer informal contacts to regular formal staff meetings. * They are more concerned to maintain good human relationships at work to ensure that t asks are carried out efficiently. * Fiedler  concluded that a structured (or psychologically distant) style works best when the situation is either very favourable or very unfavourable to the leader. On the other hand, a supportive (or psychologically close) style works best when the situation is moderately favourable to the leader. * He further suggested that group performance would be contingent upon the appropriate matching of leadership styles and the degree of favourableness of the group situation for the leader. Fiedler  went on to develop his contingency theory in ‘Atheory of leadership effectiveness', in which he argued that theeffectiveness of the workgroup depended on the situation. The leadershipsituation is made up of three key variables: * The relationship between the leader and the group (trust, respect and so on). The extent to which the task is defined and structured. * The power of the leader in relation to the group. Illustration 7 aâ‚ ¬Ã¢â‚¬Å" Theorie s of leadership approaches Fiedler  suggested that a situation is favourable to theleader when the leader is liked and trusted by the group, the tasks ofthe group are clearly defined and the power of the leader to reward andpunish the team, with organisational backing, is high. Test your understanding 12 The accounts manager holds a departmental meeting every Monday at 10. 00 am. How would  Fiedler  define this manager? 4. 3 Transformational leadership (Bennis)Some of the values used to distinguish between managers and leaders have also been identified as: * Transactional leaders aâ‚ ¬Ã¢â‚¬Å" see the relationship with their followers in terms of a trade: they give followers the rewards they want in exchange for service, loyalty and compliance. * Transformational leaders aâ‚ ¬Ã¢â‚¬Å" see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational leadership is said to be able to change team/organisational cultures and crea te a new direction. Expandable text Bennis  is an influential American author on leadership andchange.He focuses on the need to inspire change rather than imposingit. He identifies five ‘avenues of change': * Dissent and conflict aâ‚ ¬Ã¢â‚¬Å" top management impose change by means of their position of power, the result being rancour amongst those affected. * Trust and truth aâ‚ ¬Ã¢â‚¬Å" management must gain trust, express their vision clearly, and persuade others to follow. * Cliques and cabals aâ‚ ¬Ã¢â‚¬Å" cliques have power, money and resources; cabals have ambition, drive and energy. Unless the cliques can co-opt the cabals, revolution is inevitable. * External events aâ‚ ¬Ã¢â‚¬Å" forces of society can impose change, e. . by new government regulation or through overseas competition. * Culture or paradigm shift aâ‚ ¬Ã¢â‚¬Å" changing the corporate culture is the most important avenues of change. Test your understanding 13 When organisational change requires a change in structure and/orculture would the organisation require a transformational ortransactional leader? 4. 4 Managing change (Kotter) Kotter  set out the following change approaches to deal with resistance: Test your understanding 14 Training in the use of a new information system is a means of overcoming resistance to change by: AFacilitation and support.BEducation and communication. CParticipation and involvement. DNegotiation and agreement. 4. 5 Leadership to mobilise (Heifetz) Heifetz  argues that the role of the leader is to help people face reality and to mobilise them to make change. Heifetzsuggests that the old approach to leadership was that leaders had theanswers, the vision and then needed to persuade people to sign up forthe change. Heifetz believes that leaders provide direction but do nothave to offer definite answers and should mobilise people to tackle thetough challenges for themselves. Leaders have two choices when resolving a situation: Technical change aà ¢â€š ¬Ã¢â‚¬Å" the application of current knowledge, skills and or tools to resolve a situation. * Adaptive change aâ‚ ¬Ã¢â‚¬Å" is required when the problem cannot be solved with existing skills and knowledge and requires people to make a shift in their values, expectations, attitudes or habits of behaviour. This is often required to ensure organisational survival. Expandable text Heifetz  suggests four principles for bringing about adaptive change: * Recognition that the change requires an adaptive approach and understanding the values that need to be shifted and the issues that need to be resolved to make the shift possible. Adaptive change causes unhappiness in the people being led; adaptive change requires the right level of stress to be applied: too little stress and people do not appreciate the need for change: too much stress and there will be no ‘buy-in'. * Keep focused on the real issue of realising the change; do not spend too much time on stress-reducing distrac tions. * Ensure the people who need to make the change take responsibility and face the reality of doing the work of change for themselves. Leaders provide the direction, posing well-structured questions, rather than offering definite answers. Leadership styles 5. 1 Blake and Mouton Robert Blake and Jane Mouton  carried out research intomanagerial behaviour and observed two basic dimensions of leadership:concern for production (or task performance) and concern for people. Based on the results of staff questionnaires, managers can then be plotted on  Blake and Mouton's grid. 1. 1 Management impoverished  aâ‚ ¬Ã¢â‚¬Å" this manager only makesminimum effort in either area and will make the smallest possible effortrequired to get the job done. 1. ‘Country Club' management  aâ‚ ¬Ã¢â‚¬Å" this manager is thoughtfuland attentive to the needs of the people, which leads to a comfortablefriendly organisation atmosphere but very little work is actuallyachieved. 9. 1 Task mana gement  aâ‚ ¬Ã¢â‚¬Å" this manager is only concerned with production and arranges work in such a way that people interference is minimised. 5. 5 ‘Middle of the road management'  aâ‚ ¬Ã¢â‚¬Å" this manager is able to balance the task in hand and motivate the people to achieve these tasks. 9. 9 Team management  aâ‚ ¬Ã¢â‚¬Å" this manager integrates the two areas to foster working together and high production to produce true team leadership.Blake and Mouton's  grid can be used to assess the currentbehavioural style of a manager and then plan appropriate training anddevelopment to enable them to move towards 9. 9. Test your understanding 15 Using the scores shown on the above grid, make suggestions as tohow this particular manager could improve his/her managerial style. 5. 2 Ashridge The research unit at  Ashridge Management  College distinguished four different management styles. Tells (autocratic)  aâ‚ ¬Ã¢â‚¬Å" the manager makes all the decisions and issue s instructions which must be obeyed without question. Strengths: * Quick decisions can be made when required. The most efficient type of leadership for highly-programmed work. Weaknesses: * Communications are one-way, neglecting feedback and potential for upward communication or team member input. * Does not encourage initiative or commitment from subordinates, merely compliance. Sells (persuasive)  aâ‚ ¬Ã¢â‚¬Å" the manager still makes all thedecisions, but believes that team members must be motivated to acceptthem in order to carry them out properly. Strengths: * Team members understand the reason for decisions. * Team members may be more committed. * Team members may be able to function slightly better in the absence of instruction.Weaknesses: * Communications are still largely one-way. * Team members are not necessarily motivated to accept the decision. * It still doesn't encourage initiative or commitment. Consults (participative)  aâ‚ ¬Ã¢â‚¬Å" the manager confers with the team and takes their views into account, although still retains the final say. Strengths: * Involves team members in decisions, encouraging motivation through greater interest and involvement. * Consensus may be reached, enhancing the acceptability of the decision to team members. * The quality of the decision may benefit from the input of those who do the work. * Encourages upward communication.Weaknesses: * May take longer to reach decisions (especially if consensus is sought). * Team member input may not enhance the quality of the decision. * Consultation can be a faA §ade for a basic ‘sells' style. Joins (democratic)  aâ‚ ¬Ã¢â‚¬Å" the leader and the team members make the decision together on the basis of consensus. Strengths: * Can provide high motivation and commitment from team members. * Empowers a team member to take the initiative (e g. in responding flexibly to customer demands and problems). * Shares other advantages of the ‘consults' style (especi ally where team members can add value). Weaknesses: May undermine the authority of the manager. * May further lengthen the decision-making process. * May reduce the quality of the decision because of the politics of decision making. Test your understanding 16 For each of the statements made by managers listed below, choose an Ashridge leadership style that best describes the statement. Chapter summary Test your understanding answers Test your understanding 1 * Planning the work of the department. * Ensuring by adequate supervision that the work is completed as far as possible according to plan. * Maintaining discipline in the department. * Undertaking the task when required. Having knowledge and ability in all aspects of health, safety and employment legislation that applies to his or her subordinates. Test your understanding 2 C Test your understanding 3 A only Test your understanding 4 B Test your understanding 5 A Test your understanding 6 Yes Test your understanding 7 C Test you r understanding 8 A, B and C Test your understanding 9 C Test your understanding 10 John has been given the responsibility for completing a task but without the authority. Test your understanding 11 Test your understanding 12 Psychologically distant manager. Test your understanding 13Transformational. Test your understanding 14 A Test your understanding 15 The manager illustrated in the above grid is showing good concernfor production (although this can be strengthened further) but is weakin terms of concern for employees. Further investigation would then becarried out to determine why this is the case and in what ways such alack of concern is exhibited. Then rectifying action can be taken. For example: * Attend a training course on people skills and motivation. * Involve staff in more decisions. * Treat staff as valuable assets; adopt an open door policy. Test your understanding 16