Benefits of intership

The benefit of Inter-agency partnerships Is working refers to when two or more agencies that deal the same Issues for example health Issues where Hospital can work with the GAP. Some agencies could have some information about a person that another doesn't or when a person is at an age where they can be cared for better by one agency, this relationship allows them to be transferred.Be treated by different services can benefit the service users because the service users can be sure that he as been checked by two deferent person and can be treated quickly. This could be a benefit for the service providers as well because the second partnership can get all information about the person without asking the person, they can get all Information about the person from the first partnership. Inter-agency partnerships for Elizabeth This report is based on Inter-agency working together to provide Elizabeth support to deal with her Alchemist's disease.The reason why Inter-agency are working is to h elp Elizabeth and help her family with Alchemist's and to provide support for both of hem. Agencies working together Health Visitor Health visitor for older people is to promote the health and independence of older people living at home with difficulties. Elizabeth would need the support off Health visitor because of her family that doesn't understand her and that they are no longer interested In her well-being. The main role of health visitor Is to provide a supportive health assessment and referral service for old people like Elizabeth.They also work with GAP and health care services. The Health Visiting Service for Older People aims o: Support old people health and well being Help prevent ill health and its consequences Support patients living with long term conditions to facilitate Independence Provide up-to-date Information about help and services available so that patients, their families and careers can make Informed decisions Access health needs and refer to additional servi ces if required Provide careers with advice about the support that is available to them General practice (G.P) G. P are here to work for primary care and are part of a clinical commissioning group which have responsibilities for helping with healthcare from secondary healthcare providers, such as hospital and community and also Alchemist's society. Elizabeth would need the support of a General practice working with the Health visitor. Alchemist's society This is an organization that will work and support people with diseases such Dementia. They are all volunteers who are helping old people with Alchemist's.Elizabeth would need their support and help for her disease. This society will also work with the both General practice and Health visitor to malting Elizabeth health Elizabeth with every aspect and understanding diagnosis and assessment to dealing with the financial challenges that she might be encounter as she no longer lives with her family. Benefits The benefits of inter-agenc y partnerships working together for Elizabeth are that Alchemist's society, the G. P and the health visitor are all working for her.This will benefits her and the all three social and care system because they can get information about Elizabeth without her help. This will also benefit Elizabeth because she can get all the support by three different agencies and get treated quickly. Elizabeth will get all the support and help from different health service this will benefit her. Factor that preventing The main factors that prevent inter-agency collaboration relate to Elizabeth Alchemist's might be communication within and between agencies, professional values and power relationships.Partner agencies in collaborative situations need to be treated as equals. Communication can be one of the factors that could prevent agencies working together, lack of communication, example if the health visitor doesn't give information and doesn't communicate with the two other agencies that loud cause issues for Elizabeth, issues like the agencies can't get enough information and Elizabeth can't get in a good condition situation because agencies will delay the treatment because of one agency.Agencies might have difficulties in sharing information; particularly confidential information as well as cultural and professional differences between agencies can prevent them working together. Other factors that can prevent agencies working together are that if one agency gives only limited information about Elizabeth that can prevent agencies working together as hey won't get enough information about Elizabeth. Another reason which can prevent agencies from working together might be the funding which can cause problems, like lack of money and couldn't help Elizabeth with her needs.If one of the agencies can't co-operate with other agencies because of any reason and this can prevent them working together example if the General practice doesn't feel well and can't come work with the other a gencies. How to overcome and consider them Communication needs to be developed at all levels of operation both within each agency working with Elizabeth. Agencies need to find ways to improve face to face and written communication.Procedures and practices should be integrated between agencies and Elizabeth. Discuss about the health improvement of Elizabeth. Be equal and don't give preferences to one agency than the other. Conclusion Elizabeth had the help of the 3 agencies that worked together to support and help her with Alchemist's. She had all the benefits of the agencies with her and agencies had benefits between because they have worked together for Elizabeth. They have overcome of what had prevented them working together.

Mini Marketing Plan Essay

Introduction Marketing Plans work when they are based on unique, meaningful marketing strategies that focus on the current needs and desires of a target customer. Ten Steps to Marketing Success 1. Finding your niche —-Market Segmentation/Unserved or Underserved customers —-Size, Usage, Benefits, Lifestyles, Occupation, Distribution Channels, Geography, Income, Social Class, Personality, Age, Family size, etc. (Examples-Demographics, Market Surveys, etc.). 2. Becoming better than your competition —-Customers have choices. In order to become better than your competition, you must know the competition. You can respond to a competitive advantage by creating another equally important advantage for your company. —-Visit competition, telephone competition, use telemarketing, get feedback from your salespersons. —Review RMA, D&B Financial info and other relevant information sources. 3. Develop a strategy —-Focus on creating a marketing strategy and tactics. —-Set marketing objectives and goals. —-Create a strategy to meet these goals. (write a rough marketing plan) 4. Find enough customers —-Advertising, Direct Mail, Mailing lists, trade shows, networking, dealer networks, personal sales calls, etc. 5. Find the right location —-Highly visible location, with sufficient traffic count, if relevant. For retail, who are the other tenants in the center or mall? How close is your closest competitor? What are the demographics of this location? 6. Motivating customers to take action —-Implementation of marketing strategies—utilize marketing mix determined in planning stage of marketing plan. Set targets and goals for sales reps if relevant. 7. Communication Measurement —-Measure effectiveness of marketing mix. Set up tracking mechanism for all sources of revenues. Review regularly and make necessary changes. Change product mix and/or pricing as required. 8. Making the sale —-Nothing matters unless sales are made. Set targets and goals for sales reps, review sales figures each week and review source of sales. Adjust as necessary—quickly! Update products and merchandise regularly. Don’t fall in love with any product—let your customers dictate. —-Compare actual sales vs. projections regularly. 9. Managing the sales force —-Refine sales rep hiring practices. —-Develop solid sales force training, conduct regular sales meetings, and review sales performances monthly. After first year of experience, let sales reps participate in goal setting and sales targets. 10. Marketing Plan —-Use all the above elements to assist in writing a creative, detailed marketing plan. ** Marketers need to re-evaluate their strategy every year to respond to changes in customers and markets.

Performance Management and Awareness Essay Example | Topics and Well Written Essays - 500 words

Performance Management and Awareness - Essay Example Geisinger Medical Centre has adopted straight policy to promote the concept of performance evaluation. The scope of this project includes the administrative services, and healthcare facilities; these healthcare services include diagnostics, medical tests and laboratory services. The medical staff inclusive of doctors and paramedics shall essentially focus upon improvement of their performance by encouraging team work. The important management tool of delegation of responsibility shall be necessarily applied in Geisinger; the application of this tool will successfully organise the jobs. It is important for the team to perform SMART WORK, the patients / customers are more interested in receiving quick and proper services; a directional approach shall be adapted to improvement the overall performance of the team. The performance awareness campaign shall be launched, and brainstorming sessions shall be conducted to include the feedback of t he team members. The awareness of such campaign needs to be taken seriously by the team, and this can be only achieved if the performance evaluation criterion is incorporated in the job appraisal cycle of the employees. The performance improvement is identical to the process improvement.

Why are there so many different theories of international politics Essay

Why are there so many different theories of international politics - Essay Example Nevertheless, no one theory can adequately capture all the aspects of these complex relations. It is, therefore, only fair that different theories be used to explicate international politics (Prithi, 2005). This way, one theory adds on to the ideas of another, while at the same time criticizing the other theory. This competition helps us to see the weaknesses and strengths of each theory and its applicability to international politics. In this essay, we take a look at different theories of international politics and applicability to the complexities of world politics. Proponents of the realism theory of international politics hold that states are always struggling to gain power over other states. The sole and most important purpose of a state is to amass as much power as possible, decreasing the power of their enemies in the process. Such states place their self interests above those of other states, thereby creating supremacy battles, with each state endeavoring to be the most prominent (Walt, 2000). This competition often leads to conflicts over which state is superior to the other. However, even among realists, there are differences in thoughts and opinions. For example, classical realists believe that that states are like human beings and that they have an innate need to control other states. This uncontrollable desire for domination often leads to conflicts and wars among the involved states. On the other hand, the neorealist theory which is more modern holds that the international system is to blame for states wanting to control others. Proponents of this new theory argue that each state seeks the best ways to survive in global politics. If the survival of the state depends on its domination of another, then the former is forced to do exactly that. Since there are no international rules that refrain rivalries between states, it becomes easy for states to attack each other for the sake of power. A powerful state is a

UK Company Law Essay Example | Topics and Well Written Essays - 2500 words

UK Company Law - Essay Example However, the section 172 of CA 2006 is itself a novelty which includes an explicit duty to promote the growth of the company successfully. Further, it also contains a new notion of â€Å"open-minded or enlightened shareholder value†. Whether a director of a company can be held accountable for any fiscal losses to the company due to their wrong decisions by the shareholders of the company? Under the UK Companies Act, shareholders including minority and institutional shareholders can now initiate legal action against erring directors or directors to whom hefty pay packages are being offered without relevance to their performance through derivative actions or through unfair prejudice clause. As the Institutional shareholders and the public grow angrier and angrier over the almost unimaginable riches that FTSE bosses are ranking in, the sudden spurt in shareholders’ activism in UK in recent days is being felt like the ‘shareholder spring’ had finally sprungâ₠¬â„¢. ... Institutional Investors and Minority Shareholder’s Activism in UK-An Analysis Under section 173 & 174 of the Companies Act 2006, though the directors of a company are appointed and ousted by shareholders, but the directors do not have any duty of care to any individual shareholder. It is to be observed that the duty of care by the directors is to the whole of the company’s stakeholders and is not applicable to a shareholder only to the magnitude of their investment held in the company, and thus the director’s duty of care is confined to the capital and not to any individual per se. Further, earlier, the shareholders are having every right to pass resolutions at a general meeting to restraint directors of a company but such resolutions are not binding on company directors, and it is advisory in nature only. For company directors, maximising the wealth of the shareholders is not a legal mandate but only an idealised norm of conduct. The directors are not expected t o answer only to the shareholders but also accountable for other stakeholders of the company like creditors, customers, employees, local community and suppliers. (Haynes, Murray & Dillard: 57). Under UK corporate law, there exist no explicit defence or business judgment rule as a safe harbour provision for commercial decisions taken by the directors of a company. However, the absence of any explicit provision in this regard does not leave the corporate directors in UK in the lurch. Thus, as per Justice Austin, in the absence of any explicit provisions under the UK Companies Act as regards to the business judgement rule, but the shareholders may avail safe harbour provisions through the ratification of director’s decisions by the

IP 5 - Accounting Term Paper Example | Topics and Well Written Essays - 1250 words

IP 5 - Accounting - Term Paper Example Accounts Receivable: They are recorded at their book value less reserve for doubtful receivables. They consist mainly of real estate, marketing suppliers, customer debit and credit cards that take more than seven days to be processed. Cash and Cash Equivalent: reports investments that mature in less than three months to be cash equivalent. Also, debit and credit cards and electronic transfer transactions that take less than a week to be processed and cash from banks are included. Inventories are valued at the lower of cost since the permanent markdowns are offset from the retail value of the inventory. They use LIFO method to manage inventory in Wal-Mart USA, and FIFO method in Wal-Mart international. Valuing inventory at lower of cost leads to sometimes undervaluing of some inventory(n.a, 2015). Property, Plant and Equipment are recorded at bookvalue. The costs incurred in major improvements are recorded as capital and costs incurred from normal maintenance and repairs are charged as expenses in the income statement. Depreciation of assets is on a straight line basis. Goodwill and intangible assets are valued at fair price through valuation methods. Indefinite life assets and goodwill are not amortized but are annually evaluated for any impairments and during events that might affect the value of the assets Income tax- Deferred tax liabilities and assets are measured using tax rates applicable in the year the temporary differences are to be settled or recovered. Provision for income tax is calculated by using an annual tax rate based on income, the statutory income tax rates and the permanent differences between the tax and book income (n.a,2014). Wal-Mart Company is infamous for the 24 million dollar cover up in Mexican Bribery that occurred in 2012 (Frankel, 2012). This scandal raised questions on the integrity of Wal-Mart’s internal

My Nursing Philosophy Essay Example | Topics and Well Written Essays - 750 words

My Nursing Philosophy - Essay Example The nature and aspect of taking care of other people in the field of health is an incredible phenomenon to most nurses. Personally, I consider it a calling to assist and aid people who are in need of medical assistance and care in this field. The care of individuals from all walks of life and the different circumstances that every one of them faces is what drives me to be better at what I do. In advocating and promoting for a safe environment in which individuals of all ages, sex, and backgrounds can acquire treatment and rehabilitation, I can say that this field offers me satisfaction, which makes me believe I am changing the world. This is even if it is in the smallest way possible. Nursing, in my opinion, is the use of clinical judgment to protect, advocate, and promote for an environment that allows people to heal and live their lives to the fullest. Health is one of the elements in nursing that aids nurses in trying to comprehend the manner in which patients are to be treated wh ile in their care. The use of every available power in the nurse’s repertoire is required in this case to allow the natural order of things to take control when caring for a sick person. It is the nurse’s duty to ensure that the patient is as comfortable as they need to be while providing them with the necessary help. This is in terms of clinical assistance that may allow them to go back to their natural state of health. Nightingale (1859/1992) claimed that the art of nursing is to â€Å"unmake what God had made disease.† This statement indicates that the primary goal of nursing should be the patient’s health, which should take precedence over everything else (Parker & Smith, 2010). Environment The environment in which most patients are exposed to may determine the existing health conditions. Poor and deteriorating environments can lead to poor health and a higher level of diseases. The doctors and physicians present in the healthcare environment need to be particularly careful when handling the sickly. Doctors may be the most crucial factor in the healing of sick people in the hospital. It is the belief of countless individuals that the doctor’s clinical and professional decision in the healthcare environment is final. Failure to abide by these decisions may lead to dire consequences. It is, therefore; crucial for most of the physicians in the field to be in a position to handle most of the cases that are reported in health facilities. Maintaining an aura of professionalism on the physician’s part can work toward preserving a patient’s dignity. This is what the medical environment should be all about, and nurses assist in making this a reality. Nursing It may be different from practicing medicine because nursing is all about care of the patient/client. Placing an individual in need of care, in the best conditions, is the principle element behind nursing. Promoting health through some of the activities in the nu rsing field is what brings out the caring aspect of nurses, which differentiates them from physicians and doctors. Creating the conditions that best suit the patient can be done by anyone, but nurses know what best to do in certain, if not all situations. The proper use of different elements in the health environment should help restore clients to their natural state. Elements such as; fresh air, cleanliness, quiet, and administration of proper diet are vital to the patient’s healing. Person The biological, spiritual, psychological, and social aspects of persons/clients/patients make them multidimensional. This makes every individual unique to their present situation, and how they might relate to their medical conditions. Dealing with all individuals, regardless of their age, is difficult. Take for instance a case where an individual may be dying from an incurable disease and has already given up and may not want treatment to help them cope with their situation. Such a case i s particularly difficult for nurses

The Financial and Banking System Of Australia Essay

The Financial and Banking System Of Australia - Essay Example ................................19 Would You Approve Lines Of Credit For Banks In This Country?.............................................20 Appendices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Table 1.0 List of Banks†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.22 Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..24 I. Geography. The continent is a self governing country that is a part of the commonwealth federation. It is currently bounded by the Timor sea, Ara fura sea, Torres strait, Coral sea, Tasman sea, Bass strait along with the Indian ocean (Verdier, p.11). It is the smallest continent found on the globe and the sixth largest country in the world. Its capital is found in Canberra with Sydney being the largest city found in the country (Weerassoria, p.16). It additionally comprises of six states which include New South Wales, South Australia, Tasmania, Queensland, Victoria along with western Australia. The continent also comprises of two territories which are the Australian Capital along with the Northern one. The land forming the continent measures about 7, 614, 500 sq km (Gup, p.41). It also has dependencies such as the Ashmore territory, Cocos islands, Christmas islands, the Antarctic territory, the coral sea islands, Heard island along with the Norfolk islands (Miller, Vandrome & John, p.34). II. History Of The Country. The first occupants of the Australian continent were the aborigines who are believed by anthropologists to have migrated into the continent some fifty thousand years ago... Due to a rise in the sea level, The Tasmania was separated from other islands that were offshore (Gup, p.46). The Malaysian, Chinese, Indonesian along with Arab traders are estimated to have come to the northern part of Australia in the year 1500AD. The western countries only came to know about the Australian continent in the 17th century. The continent was the last discovery of new land that the western world made but was colonized by their powers (Weerassoria, p.23). Portuguese sailors are believed to have reached the eastern coast of the continent at around the 15th century when they were looking for a sea route connecting Africa and India. Spanish sailors led by Luis Vaez de Torres in the 16th and 17th century first saw the Australian continent but did not get there as their interests were further north in the Philippines (Gup, p.56). It is the Dutch who were using more advanced sailing ships who were responsible for making the discovery of the continent a reality during the 17th century. This occurred when they creating trading centers between Africa and Indonesia. They did not however settle in the continent as they found nothing of interest for their businesses (Miller, Vandrome & John, p.67). Their voyages and discovery of the Australian continent thus brought the British into the land. This came during the Enlightenment age that occurred in the 18th century with the stressing of scientists along with philosophers on the importance of worldwide exploration (Verdier, p.19).

Abolition of Capital Punishment Essay Example | Topics and Well Written Essays - 2250 words

Abolition of Capital Punishment - Essay Example On the other side are those that the first side calls the "abolitionists", people like this writer who are against capital punishment and who want it abolished. This paper explains the reasons why capital punishment must be abolished, analyzing and explaining the opposing views in the hopes that such a position is objective, reasonably justified and supported.Undoubtedly, the question as to whether it is right and just to take away the life of a human being, no matter how wretched or criminal, is an issue that contains a high degree of intellectual and emotional content. This is an issue that affects us all, and the materials available on the topic are charged with a load of subjectivity, unavoidable because individual and collective perceptions differ on several key points of the issue, and concepts such as "justice", "punishment", "heinous", and "crime", just for starters, admit varying degrees of propriety. Take, for example, the term "just punishment". Who determines what is just, and when is a punishment just Why is it a just punishment to sentence to death a serial killer found guilty of murdering a dozen victims, compared to the "just punishment" of a politician who sent tens of thousands of soldiers to die in a "useless" war (think thirty-plus years ago) by not getting re-elected to another term While one might say that serial murder is an unjust crime and that fighting a just war is not, the fact that legal concepts resting on a foundation of laws created by men (and women) allows a flexibility of interpretation that strikes at the core of our discussion. Doubts about the shaky foundations on which an argument (or a part of it) rests should at the least lead one to conclude with intellectual honesty that in the face of uncertainty, would it not be best to stay on the side of caution Such is the basic position of this writer given the complex nature of the issue at hand: that capital punishment must be abolished because the empirical evidence on which to establish intellectual certainty seems to be in favor of a cautious course of action. Before considering the empirical evidence such as statistics and the more commonly-known public arguments presented by either side, the most logical starting point to defend this writer's intellectual position is to define the concepts that facilitate our understanding of the issue: the value of human life, justice as a concept and a system, crime and punishment, order, and society. The core of the capital punishment issue is the value of human life. Those who support the death penalty cite it as a core of their argument for social justice to be satisfied. They argue that putting to death the person who took away a life (or many lives) would give just satisfaction to the victim, to those the victim left behind (family and friends), and also to the social order, a characteristic of society whereby justice needs to be upheld for order to be established. A corollary is that if justice is not served by a like-for-like punishment where the criminal is made to suffer the same fate (death) as the victim, society would end in chaos as people would not be deterred from committing the same crime (Anderson, 2005). The basic faults of this line of argument are the deceptive and contradictory valuation of human life, its flawed strategy for restoring and establishing social order, and a faulty view on the deterrent

Depression, how would you work psychoanalytically with this diagnosis Essay

Depression, how would you work psychoanalytically with this diagnosis - Essay Example What art is to Pollack, studying is to me when it comes to demystifying an enigma. Thus, I am finally conquering my fears and writing about depression for this paper. In reading about it, I realized the many depressive stages in my life and bore resistance to understanding them. Now, it is clear to me that such resistance was due to not wanting to touch on the depressive condition and come face to face with my own depression. I know that studying in-depth and writing about this sensitive topic would be beneficial not only to my readers but also to me as a psychotherapist and as a flawed being in the dark who finally wants to see the light. This essay commences with the etiology of depression followed by some psychodynamic theories about it. It then presents a clinical example of a case study that is analyzed using the discussed theories. A reflective critique then follows as I give my own opinions and views about the use of psychoanalysis in the treatment of depression. Depression is associated with â€Å"feelings of extreme sadness† which not only last for long periods of time, but it is also recurrent and may further develop into suicidal tendencies (NHS, 2010). It is usually manifested with negative behaviors stemming from negative emotions. Sometimes, the person experiencing it is not even aware that he is undergoing depression. Its concept as a serious and debilitating illness, one which has had great impact globally, has become recognised within general medicine and the public eye in more recent times (NHS, 2010). Examples of symptoms which form the diagnostic criteria for depression include: depressed mood; fatigue or loss of energy and recurrent thoughts of death or suicide, which may be noticed in most circumstances through General Practitioners. In turn a diagnosis is generated following an interview of the patient with the application of

Toyota’s Accelerator and Public Relations Crisis Essay Example for Free

Toyota’s Accelerator and Public Relations Crisis Essay One of the world’s top automakers, Toyota was once one of the leaders in automobile and business improvement and manufacturing. However, in 2009 the top builder of reliable and high quality cars went through one of the largest recalls in the history of the United States. Consumers had considered Toyota one of the top in the race for automobile and automobile selling among car manufacturers. They have always had a reputation as being a leader of quality and efficiency in terms of their production and manufacturing standards. Since the recall Toyota has taken a tremendous blow to its reputation and its loyal customer basis. Consumers are questioning whether Toyota was hiding the truth from the public regarding their well know accelerator issues and why they were trying to fix the problems after the issue became serious and not immediately. Some may question if this incident will permanently affect Toyota’s reputation or if Toyota handled this situation properly. In this paper we will discuss these questions as well as the cause of the problem. Several different Toyota and Lexus models were reported to have gotten in accidents regarding acceleration issues. The accelerator’s in some of the Toyota models were getting stuck, which did not allow the drivers of these vehicles to slow down or stop in time to prevent an accident. When this issue was originally brought to light Toyota claimed that â€Å"faulty floor mat placement† was to blame and that the gas pedal would get stuck behind the floor mats which would cause the inability to slow down or stop. According to Bob Carter, general manager of the Toyota-brand division of Toyota Motor Sales USA â€Å" The risk of the accelerator getting jammed is strictly a problem of unintended loose or ill fitting floor mats ( Niedermeyer)†. â€Å"Toyota refuted speculation in the press that other defects might be causing its vehicles to accelerate uncontrollable, citing its own and federal safety studies (Niedermeyer)†. After further investigation by the National Highway Traffic Safety Administration the actual problem may not have anything to do with â€Å"faulty floor mat placement† but with several model’s accelerator  mechanism. They found that â€Å"the design of the accelerator pedal (â€Å"one-piece, nonarticulating†) allowed it to become easily entrapped in the groove of the rubber all-weather floor mat if the rubber mat was not properly secured with at least of the two retaining hooks (Jensen)†. Toyota finally issued a consumer safety advisory to all Toyota and Lexus owners at the end of September 2009 and at the end of October 2009 mailed certain Toyota owners safety notices to alert them of the potential problems. It is still unknown the exact date that Toyota knew their models were faulty but it is known that reports of the faulty vehicles began arising as early as 1999. The initial problem was not made public until problems persisted over the next 10 years. Even then it took the death of 4 individuals in California driving a Lexus with a stuck accelerator to final discuss Toyota’s accelerator issues. Toyota then announced they would be recalling millions of models of Toyota Vehicles. There were several Toyota models effected which include the company’s three best sellers- the Camry, Corolla, and Rav4 SUV. â€Å"Between them, they accounted for more than half of the Toyota brand’s U.S. sales in 2009 (Isidore)†. Although Toyota should have taken this situation more seriously years ago when the problem first happened, are they really to blame? When the accelerator problem happened to only a few vehicles throughout the years it’s hard to say that Toyota is to blame. I think the fact of the matter is that they tried to pass the buck blaming the floor mat placement instead of really investigating the issue. Had they investigated the issue more carefully consumer’s confidence in Toyota may not have been tarnished. People are not buying a Toyota for just their looks, they are buying the Toyota brand because of the fact they are known to be a reliable and safe vehicle that can last â€Å"forever†. Chris Isidore says it best when he says† For years, Toyota Motor was the automaker that could do no wrong. Now it’s made a major mistake likely to have a lasting impact on the company (Isidore)†. Not only did the recall effect some of Toyota’s best selling vehicles it caused five North American plants to halt production which affected about 14,000 employees. To halt production to its vehicles is tough in an economy where there is strict competition. Erich Merkle, president of Autoconomy.com, an industry analysis  firm says â€Å"American rivals like General Motors and Ford Motor have similar vehicles to the ones recalled by Toyota, which are far more competitive than they’ve been previously. Loyal Toyota customers who decide to look at other offering are more likely to find something they like than they might have been in the past. Toyota fending off those rivals was going to be enough of a challenge without the safety issues.† Toyota does realize the negative impact this recall has is definitely not positive but they are determined to restore consumer’s confidence in their products. Many experts think that â€Å"the damage to the Toyota brand and the company’s sales may already have been done (Isidore)†. Toyota’s stock prices have gone downhill ever since the news of the recalls went public. Although the company is trying to resolve the issue with their floor mats and accelerator issues the media and customer dissatisfaction have put the company in a tight spot to respond to its troubles. This has cause competitors like Ford and Hyundai to react quickly and offer Toyotas customers incentives to trade in their Toyota’s for one of the competitor’s models. Some are even offering incentives of $1,000 and 0 percent financing to attract Toyota’s customer base. Every brand has its strengths and weakness. Toyota focused on a sub branch approach, in which most of its cars are linked to a single corporate brand. For Toyota that means that a problem with any vehicle at Toyota will not only affect sales of the effected model in question but to its entire inventory of vehicles. Therefore it comes as no big surprise that several of their vehicles were included in there recall. Audi was another car manufacturer that went through a very similar recall issue with accelerator problems. The overall impact this had on Audi was crucial. The resale value of the Audi 5000, which had been involve in a number of fatal accelerator accidents declined significantly as a result of the recall. This also had a snowball effect on other Audi vehicles such as a the Audi 4000, which lost significant resale value, and to a lesser extent also effected the Audi Quattro all due to the fact that they were a part of the same company. Any technical hitch with one car can als o mean problems with others when the auto world in known for using shared parts and technologies across multiple models. Another recall that that was notorious in history was with the Ford Pinto. This was definitely not one of the largest recalls because it only  affected about 1.5 million vehicles but some considered it the most dangerous. With this recall a driver could be subject to an exploding gas tank in the event of an accident. Initially Ford didn’t even want to recall these vehicles and would have rather dealt with lawsuits, which sparked a huge public outcry. In 1995 Honda another car manufacturer that is know for its reliability also had a recall on the Honda Accord and several other Honda and Acura models. This recall affected about 3.7 million vehicles. The main cause of the recall was the seat belt chassis, which had become either broken or unreliable in many cars. Chevy, Ford, and GM have also had their fair share of significant recalls throughout the years. These recalls affected millions as well. Most people realize that at one point or another something is going to wrong with their car. Repairs are to be expected and for the most part most cars and trucks will at some point have a recall. Recalls address safety problems, whether they are minor or major. Toyota’s recall was not so much a part had to be recalled but more of the fact they tried to blame it on the placement of a floor mat. When companies try to bush issues under the rug that’s when people remember. Although at this time the recall may affect Toyota negatively overall I think its customer’s will remain loyal. When bad things tend to happen, companies need the right strategy for talking their way out of a mess and avoiding a tarnished reputation. Choosing the best way to respond is not always easy but can make a difference towards the company’s survival. Toyota was aware there were issues with the accelerators and waited until they were in a crisis to resolve this issue. Toyota response to the recall not only affected its consumer base in the US but may have had the same negative impact with its Chinese consumers. One report indicated that â€Å"the large majority of Chinese car consumers (74 percent) are aware of Toyota’s present difficulties. Almost every two out of three of these consumers acknowledge that their confidence in the Japanese car maker has been affected (62 percent) and that the current recall practice degrades their image perception of Toyota. Among the owners, the impact is much less important though, as only a little less than one in every seven Toyota cus tomers strongly agree on a degraded image perception and decrease in trust (15 percent), compared with one out of  every four car owners of competitor brands (27 percent and 25 percent respectively) (WPP)†. The real question is did Toyota handle this situation correctly? The most important thing Toyota did was keep their customers informed, even if it was what some considered a delayed response. They issued recalls on all affected vehicles and they stopped production on their vehicles which shows consumers they are willing to correct the problem. They are also not willing to restart production or release any affected vehicles before the problem is correct. They have been working with dealers to manage the process of the recall as best as possible to limit customer dissatisfaction. With all of these positive approaches Toyota is trying to make, the concerns consumers still have are the overall reliability of Toyota and the potential effect this recall may have on the resale value of their vehicles. Several people have commented on their feelings towards Toyota after the recall. The majorities have been loyal Toyota customers that have owned one or more Toyota vehicle and the others have never owned a Toyota. Many of the Toyota customers felt that the media made a monster out of this recall and caused fear and panic in consumers. They also felt that the media created this perception that Toyota’s were no longer a reliable vehicle. Other people who never owned a Toyota feel that the Toyota name will be tarnished and that these problems were to be expected. If people really looked at the whole picture they may find these comments to be true. For several years car manufacturers have been sending out recalls. This is not the first one in history to happen and it will surely not be the last. Most industries anticipate for supply and demand. Toyota sales may have gone down since the recall but that is to be expected. Car industry forecasters do not anticipate that Toyota’s loss will cause a drop in overall demand. As long as Toyota continues to make new cars, people will buy them. May reports have indicated that people who initially thought about purchasing a Toyota before this major crisis would still purchase one. They realize that this recall is no different then other recalls that have happened through out history, with maybe the exception that Toyota did not act as quickly as the media and some consumers expected they should have. Toyota is a well known company. They will bounce back from this crisis eventually and may even try to offer its  customer’s incentives to purchase vehicles through one of their dealers that other car dealers may not be able to offer right now. Overall this recall just like anything else will pass and Toyota’s sales will be among the top again. People realize that the perception the media creates can sometimes have a long lasting impact, but then something else bigger will happen and things will return right back to normal for Toyota. It is a vicious cycle that we all live in. What people may lose now in resale value is really nothing major. People can actually benefit from this by purchasing a used Toyota at a lower price than what they would have had to pay years ago. Overall Toyota has a long history of loyal customer. This and the fact that Toyota is know for being a good quality car will allow it to bounce back from some mistakes they have made during this recall. Although its reputation may have been tarnished to some extent, they still have several loyal customers that will continue to purchase their vehicles through Toyota. This is just another obstacle they will get through. They will be able to use this incident to improve on their vehicle production and rebuild the Toyota brand and image. Works Cited 1. http://wheels.blogs.nytimes.com/2009/10/01/toyota-floor-mat-problem-was-known-two-years-ago/ 2. http://money.cnn.com/2010/01/27/news/companies/toyota_sales_halt/index.htm?postversion=2010012718 3. http://www.thetruthaboutcars.com/2009/11/toyota-fllor-mats-absolutely-positively-100-certainly-the-problem/ 4. http://www.nytimes.com/2011/02/09/opinion/09wed2.html1?_r=1 5. http://www.insurancejournal.com/news/national.2010/01/29/106990.htm

Baderman Island Family Vacations Essay Example for Free

Baderman Island Family Vacations Essay Baderman Island Family Vacations: Advertising, Creative, and Media Strategies Advertising not only works but is often unmatched in its capacity to reach major audiences, build brand awareness and personality, as well as stimulate curiosity and desire. But, more than ever, companies today [in this very competitive environment] need the right creative messages and media choices in an effort to break through the â€Å"noise† in order to get noticed, and therefore, remembered. This paper will outline Baderman Island’s Family Vacations advertising plan, further expanding on creative decisions and effective media strategies in an effort to increase market share. Baderman Island Family Vacations Analysis Family getaways are one of the top reasons that guests stay at Baderman Island, regardless of whether the stay is a seven day excursion or a weekend family reunion. With so many activities to choose from such as: boat rentals, water skiing, snorkeling, scuba diving, tennis, golf, five secluded beaches, Oasis Spa, and gallery touring there is truly something for everyone in the family to enjoy, not to mention all the activities on the island are appropriate for visitors of all ages. The many unique selling points of Baderman Island Family Vacations consist of the island being self contained, all-inclusive, hosting an array of restaurants, three different hotels, and unlimited activities to entertain and relax all guests. Currently, the marketing situation consists of a website that is an excellent tool for attracting guests and showing them all the perks of the island through pictures and blogs. The blog is a new advancement to the website, but should prove to attract positively more guests through the testimonials of previous visitors. Target Audience The target audience for Baderman Island is the typical â€Å"family vacationers† who are looking for a resort that offers a variety of activities without having to leave the premises. These families will consist of parents with at least one child. The target family will be the family who consists of two adults within the household with at â€Å"least† 2-3 children to help maximize profits. All races, ethnicities and cultures are welcome. The target market will be an adult who enjoy warm weather vacations with family, spending quality time with each other enjoying activities and who have a love for the beach and fine art. The target audience will also consist of consumers who fall within the lower to middle class and above demographics searching for a family destination that does not require leaving the United States (U.  S. ). Not all families can afford the cost of securing passports and expensive air travel to the Caribbean. Creative Strategies A creative strategy is important to the overall execution of an advertising campaign. Team C will use a â€Å"positioning† approach as its creative strategy. In this approach Baderman Island will be clearly defined as the number one â€Å"all inclusive† destination for family travel. Brand image approach will also be incorporated into the strategy. This will help consumers correlate the Baderman Island brand as a top notch, high quality destination. This approach will be accomplish by using an easy to remember slogan, such as â€Å"Baderman Island Family Vacations, the Finest Place to Reconnect,† as well as further using the ever popular slogan, â€Å"Relax, Enjoy, Indulge. † Increased emphasis will be placed on marketing the concept that Baderman Island is a unique destination specializing in family activities. This will enable Baderman Island to distinguish themselves from other competitive resorts in the marketplace. All creative advertisement associated with the resort will be colorful and eye catching; it will feature pictures that depict happy families vacationing and spending time together, further providing a visual of what family vacationing could be for the potential customer. On radio spots sound bites will be used of customer testimonials of how happy they were when they vacationed on the island. TV ads will also depict families enjoying themselves on the beach, playing golf, in the spa, visiting the museums and art galleries, and participating in the many sports activities offered on the island. The television ads will also highlight the many pricing plans and payment options where applicable. Positioning Statement Baderman Island’s positioning concept will explain that Baderman Island Family Vacations is for vacationers with families who are seeking a luxury resort â€Å"experience† to reenergize from their busy lives and reconnect with family and friends, and that Baderman Island Family Resorts is one of the most luxurious destinations in the world. The island offers four star accommodations that highlight a world-class spa featuring a full range of treatments designed around the resort’s natural springs, sophisticated purpose-designed meeting facilities, and an assortment of other amenities all delivered with a high level of personalized service (University of Phoenix, 2008). All of this is made available on this self-contained, all-inclusive resort island that is surrounded by the beautiful Kelsey River. Golfing, fishing, spa facilities, museum excursions and a beautiful beach are all available to vacationers of this island. Message Platform Baderman’s message platform is to develop Baderman’s brand and when potential guest see the logo, they will envision the beautiful crystal clear waters, which symbolizes peacefulness as well as relaxation. Presently, Baderman Island is expanding the brand on the 1,600 acres of land they own. 750 acres are operational. See map below. (University of Phoenix, 2008). In an effort to increase brand recognition Baderman Island will rely heavily on word-of-mouth marketing. The expectation will be that satisfied guest will continuously sell the brand for the resort while Baderman Island continues to make capital improvements. Once the Baderman Island’s guest vacation experience is over and they leave, the hope is that they will tell their friends about the wonderful experience during their stay. Word-of-mouth advertising is one of the most effective advertising vehicles when feedback is 100% positive. Baderman Island will strive to be the number one vacationing spot. Baderman Island will be well known for the following attributes: Owning an island, which exclusively promotes their brand, and having facilities that offer excellent customer service. Baderman Island makes a point of listening to guests who have enjoyed previous stays and will continue to develop innovative ideas that include customer feedback on how to improve future stays. Media Strategies and Objectives Print media is one of the most efficient ways to reach potential customers. For example, magazines are a medium that has a number of special-interest publications segments that can reach Baderman target audience (Wisconsin Department of Tourism, 2009). As a result, print ads, billboards, and brochures will be Baderman Island’s priority media vehicles of choice. Baderman Island will also use a number of advertising campaigns which will run a variation of television commercials, all emphasizing family fun. An additional strategy that Baderman will use in order to develop a relationship with potential guests is through the use of [developing] creative brochures which will assist with enticing guest towards booking a vacation on Baderman’s Island property. After all, they are inquiring about Baderman’s vacationing experience, so brochures will bring Baderman’s Island Vacations upfront and personal to future guest. Guests will be able to look at full color ads while reading a wealth of information regarding services, pricing plans, recreation packages, spa schedules and a host of activities used to keep children occupied during the day. The objective is to have future guest pick-up and carry brochures with them so they can view the material at their leisure and share it with family and friends. Baderman will capitalize on the idea that the brochure is portable which gives the upper hand rather then relying on guest to remember a 60 second commercial. Lastly, radio air time will also be explored as a media option. There are seven times as many radio stations as television stations in the U. S. (Wisconsin Department of Tourism, 2009) therefore; this is a medium that Baderman will seek to explore with the assistance of a limited-service agency. Strategy RationaleThe rationale behind the creative strategies and campaign message is to ensure that Baderman Island Vacations stands out over the competition. Creating the easy to remember message of â€Å"Baderman Island Family Vacations, the Finest Place to Reconnect,† will capture the image of Balderman Island at its fullest. In addition, using vibrant colors within ads and â€Å"real† people will not only be an eye catcher, but also illustrates the fun side of Balderman Island. Using photos of smiling and happy families doing fun activities together as part of advertisement features will say it all. Baderman Island will use similar stock photos in all advertisements. By placing the emphasis on â€Å"family† the brand image that Baderman Island will be known for will be something that both existing and potential customers will relate too. The resort will also seek to create a feeling of nostalgia where people who see the billboards, magazines, website, or hear radio advertisements will wish and want to experience what Baderman Island offers. An addition strategy will be to choose air time during busy traffic hours to advertise services. What better time to dream being somewhere else than when a person is stuck in a traffic jam. As a family resort, Baderman Island believes in getting and giving the best. As customers, Baderman personnel staff expects the best on both products and services from providers, and it is only right that the resort gives the same respect, treatment and consideration to their customers. Baderman Island stands on the priority objective of treating customers â€Å"just like family. †Supportive ResourcesAlthough many companies have opted towards using outside advertising agencies exclusively for assistance with creative ideas, Balderman Island prefers to do it themselves. Baderman Island’s in-house creative teams provide a range of services depending on the resorts needs and are familiar with the resorts rich history and many products and services. The in-house team is also better equipped to handle adhoc problems regarding advertisements within a timely manner. Keeping creative development in-house will provide the resort more control with lower risks of having proprietary confidential information leaking into the wrong hands, also keeping in mind that external agencies have other clients to assist. In addition to risk management, in-house creative resources for creative support make it easier to coordinate and have a more â€Å"personal† touch with the service versus an outside agency. In addition to in-house support Baderman Island will seek advice from limited-services agencies which specializes in one aspect of creative process; usually providing creative production work or the purchase of media space (Wisconsin Department of Tourism, 2008). A limited-services agency will be used in order to coordinate radio air time and in some instances magazine space. ConclusionAs stated earlier, Baderman Island Family Vacations is striving to continue to compete in a very competitive environment. With the consistent advertising message, â€Å"Baderman Island Family Vacations, the Finest Place to Reconnect,†Ã¢â‚¬ ¦ Baderman will further expand on that message by building upon a media strategy that emphasis family, fun, relationships, and value. Therefore, a media strategy that focuses on â€Å"awareness advertising,† where the attempts to build Baderman Island’s image and familiarity with the resort brand and excellent services will be their ticket towards marketing success. Baderman Island is confident that by using multi-media vehicles of print ads, billboards, brochures, television commercials, and radio spots their target audience will be effectively reached. Six months post campaign launch, Baderman will evaluate their advertising effectiveness through monitoring and post-evaluation tools and re-evaluate their marketing plan accordingly based on results.

Relationship Between Taste and Consumption

Relationship Between Taste and Consumption The links between taste, consumption, social class and power Introduction The renowned French sociologist and philosopher Pierre-Fà ©lix Bourdieu believed that taste and cultural consumption was inextricably linked to social class, which in itself is determined by those with power and position (Bourdieu’s 1994). His detailed research on the subject concluded that the pressures of the society that we live in thus bring about all human acts and, to this extent are not governed by decisions made by solely by the individual. In his view the society in which we live, together with our standing individual standing within that culture will have considerable influence upon both our particular tastes and the choices of taste that we make. Furthermore, Bourdieu finds that those in a position of power, such as the media and government, by virtue of their position, are consistently using the power that they possess to create and feed the social distinctions that we see about us, and therefore manipulating the consumption pattern. The conclusion of Bourdieuâ₠¬â„¢s research therefore is that the individual does not act autonomously from the dictates of his or her society, but rather reacts to patterns of social distinction that are being presented to them. To assess the validity of this theory, it is the intention of this research to identify, examine and evaluate the potential links that exist between â€Å"taste† and cultural consumption and social class. The research will be segmented in an attempt to first of all provide an understanding of consumption and its cultural relevance and how this can be manipulated by those with the power to do so, before examining the relevant aspects of social class. This process will enable us then to reflect upon taste and reach a conclusion as to whether the hypothesis outlined above is still as relevant in modern society as it was when Bourdieu (1994) conducted his research into the subject. Consumption In the context of this research, the term consumption is not simply being examined in relation to the goods or services that we purchase with the purpose to consume, for example grocery items, although that is an integral element of the purchasing act. However, it also is relevant to the purpose and reasoning that lies behind the consumption process itself. The basic concept of consumption is that we make a choice of purchase based upon a number of factors, for example because we like the taste of the content in the case of food products or we are attracted to the look of the item, as would be the case in the decision for non foodstuff, such as furniture, automobiles, homes and a host of other goods. Irrespective of the validity of these determinates of choice consumption is not â€Å"merely the recognition or miss-recognition of the aesthetic intention† (Storey, 2003, p.48). When we make a product choice we are also, either making a statement about our social position, and ourselves, or reacting to a statement that has been placed before us by others. Furthermore, as is reflected in the term â€Å"keeping up with the Joneses,† an element of our buying patterns will be made in relation to what others, our peers, might have that we do not. In terms of the influence of others, be the media or peers, this may be perceived as a guide to move us in a certain direction or to give us a distinction that we previously did not have. Therefore, it is true to say that the way in which we exercise our right to consumption is determined by the social structure that surrounds us (Mackay 1997, p.255). This can perhaps be better seen when viewed in a historical context. In the Victorian era, when the class situation within UK society was more pronounced, the patterns of consumption were seen as an inherent part of that system, in that the purchase should match the social position. A typical example of this process was obvious in the clothing industry, In those days one purchased clothing, that was considered to be commensurate with one’s standing in society, be that class or professional position. It would have been considered â€Å"an offence to dress above one’s station† (Corrigan 1997, p.6). The theory of consumption being relative to position, and objected too if it does not maintain that distinction has been seen more recently in research conducted by Radway (1990, p.705 and p.710). The case being studied here was the emergence of book clubs and the controversial reaction to this in some areas of society. These book clubs were offering products that ranged from the mass-market romantic and detective novels through to the classics and â€Å"highbrow† products. The controversy arose because many believed that this was an unacceptable intrusion into the considered norm of social culture and distinction. Despite the fact that the social strata and distinction has been blurred to some extent in modern times, to a great degree the cultural habits of consumption still exist and operate in society. Irrespective of the wide variety of goods and products available, the patterns of individual purchase are still determined by the social and cultural position. For example, when faced with a choice for holidays, the general perception is still that the package tour and coastal seaside two-week summer break is mainly the domain of the working class element of society. Similarly, purchasing a Ford car instead of the more expensive Mercedes will automatically make a statement about the buyers standing, therefore producing a social distinction in consumption (Miller 2002, p.275). However, nowadays this pattern is tempered with consumption for the purpose of aspiration. Today the objective of bettering oneself is an integral part of the social culture. Peer pressure has also become more intense. People are concerned with being seen to either maintain their status by ensuring that they have the latest product, as may be the case with their neighbour, or wishing to use consumption and purchase as a way of moving up a position in the social ladder. They use consumption to make a statement to this effect (Brewer 1994, p.275). Furthermore, the availability of the product, in terms of price, model and novelty is also important. Consumption will change as a product becomes more popular. For example, a person of high social standing seeks a product that is not generally available to the masses. This can be seen in the case of the Mercedes car, once solely affordable by the few. As it became more popular and therefore more affordable, the novelty and distinction it gav e to the wealthier elements of society wore off (Miller 2002, p.180), and they sought to re-establish their position by transferring their consumption to more distinction and expensive automobile ranges. Typically, the peer-generated influence can be seen occurring with the â€Å"new rich,† such as footballers, corporate moguls and celebrities. Having achieved a position of wealth such people will use the purchasing process to acquire products that make a conspicuous statement about the new position they have achieved within society (Featherstone 2000, p.20). In terms of other influences on consumption, the advertising and marketing media have played a pivotal role. This has become particularly apparent during the period of rapid developments in technological and digital advances being made in the media. Marketers distinguish their target markets by demographic segments, and therefore operate on the basis of class distinction when determining â€Å"consumption criteria† (Miller 2002, p.112). These organisations will use the segment analysis for a number of reasons. In terms of mass marketing, for instance with grocery and low cost household products, the intention will be too attract the working classes to consume their products in preference. Similarly, this system will be used to drive the â€Å"peer-pressure† determinant, using the subconscious cultural message that to maintain one’s individual standing, these products are culturally essential. At the other end of the scale, Marketers will use their message to acce ntuate the difference in social standing that can be achieved by purchasing their product. Again this can be aptly seen with motor vehicles, where the promoter might use the vision of ownership of a 44, or top of the range vehicle as an indication of higher social standing. From this analysis it can be seen that consumption when viewed on a number of levels does reflect, either directly or indirectly, a social struggle to achieve a certain level of distinction. Consciously or sub-consciously it will affect the consumers position and social standing (Corrigan 1997, p.32). Taste Taste in dictionary terms, is defined as being the manifestation of an individual’s particular preference. This will extend beyond the simple food connotation of the word to all aspects of life, including all of the goods, services and activities they purchase or use. In his research Bordieu (1994, p.42) rightly identifies taste as being a matter of choice, which varies from individual to individual. Therefore, by definition taste has both a positive and negative reaction. For example, one chooses a particular food because of the preference to its taste or conversely rejects of food because of individual’s dislike of its taste. In the same way, similar decisions are made about other goods. Furthermore the levels of taste are varied. For example, one may react on a low level of negatively to something simply on a matter of ascetic taste, as in not being keen on the colour, or the level of taste dislike can reveal itself in the emotion of disgust, which in the case of foo d can even lead to sickness. From the individual point of view taste can therefore be attributable as an indications of the specific preferences of a particular person (Featherstone 2000, p.83). However, having previously stated that taste is a matter of choice, a rider should be added to this. Choice in taste is not always a decision that is taken freely. In most areas of life there is limitations and taste is often one such area. As Bordieu (1994) pointed out in his research, often in our daily lives and decision-making processes our taste decisions are restricted by a choice being forced upon us. For example, to return once again to an automobile comparison, it is often the case when faced with a choice of vehicles to purchase, that one’s deep routed preference would be for a Mercedes. However if the income level of the purchaser is only say $10,000 per annum, this vehicle is clearly out of an acceptable price range. In such a situation one has to make a taste decision based upon an affordable, or forced, range of lower standard vehicles. Therefore taste is tempered by the social and economic position that the individual is situated within. Taste can also be applicable in a cultural sense and in this respect Bourdieu (1984, p.56), states that it can act as a class barrier. As with consumption, again this can be seen as more pronounced in historical times, although it still exists. By nature, the individual will aspire to a certain social level and consequently they will have an aversion to a life-style that does not match with their expectations. In respect of society itself, there are two levels of taste that can be deemed to play both an interactive and exclusive role. These are common taste and class taste respectively. In addition to individual taste, the format of society also dictates that there will be a common taste. This is an element that is shared within the specific culture to which one belongs. For example, within the UK there will be commonly accepted tastes in terms of the way that people should behave, and where the limits of acceptable common legislation should be drawn, although this is by no means the only area of taste that would be considered to be common. However, as Bordieu (1994), this common taste scenario produces a dichotomy. Achieving a balance between the common taste and the taste of individual classes of society is often difficulty. By the simple distinction of their class, there will be those elements of society that will wish at least part of their taste to be separate from those of other classes. For instance, the upper class will have a distinct taste that they would perceive to set them apart from the working class (Bucholtz and Sutton 1999, p.355). Taste and choice is another are where those with power, such as the media, can exercise significant influence. One only has to look at the television to notice the wide range of new products and designs that are constantly being promoted. This can serve to create movement in the individual and social taste requirements (Miller 2002, p.216). Whilst consumers demands and tastes for new products may change, as has been demonstrated this is not always as a result of their own changing tastes (Brewer and Porter 1994, p.601). Similarly, as with consumption, often these taste determinants will be directed at particular demographic segments of the community. A typical example of this occurred when â€Å"Wedgewood Potteries, in north Staffordshire, deliberately tried to direct upper-class taste† through design and promotional efforts (Corrigan 1997. p.9). Taste therefore is influenced by a number of factors, not the least of which is the relative position of the individual â€Å"in the social structure† (Mackay 1997, p.230) of their own culture. Similarly, taste can be distinct between the relative class structures and also can create a tension when seen not to be achieving the correct values (Corrigan 1997, p.100). Social Class What is social class and how does it manifest itself? As will be seen within this section there are many aspects to class and numerous influences attached to its creation and maintenance of the class system. The class system in the UK has been in existence for countless centuries and, despite the moves during the last century to achieve equality is has still managed to survive, particularly, as Bordieu (1994) points in his research, within the higher intellectual and ruling class level. Indeed, as Brewer (1994, p.128), points out, in Wigston Magna, an old village, which is now a part of an expanded city called Leicester, social differences were being created as the village grew. Much of the creation of class Bordieu (1994) puts down to education and language. Success in education is achieve not simply by the act of learning, but also as a result of behaviour and even language, which in turn is a reflection of upbringing. Those students from privileged backgrounds will have learnt how to present themselves physically, in speech and their attitude, whereas the less privileged will not, precisely as a result of the way they have been brought up. Language is also important, not simply because it is a way of communication, but because it is seen as an indicator of position within society. To evidence this one only has to look at the immediate perception that is formed in the mind as a result of the â€Å"mannerism of speech of different social groups† (Bucholtz and Sutton 1999, p.101). Automatically, the subconscious seeks to identify not simply the geographical background, but also their position within society. The way that people speak does therefore te nd to create an immediate recognition of class. There is a natural tendency for people to segregate themselves into groups where they feel comfortable, and an equal tendency to reject or distance themselves from those who do not fit into their own â€Å"circle.† This phenomenon is known as social distinction. Social distinction is what creates the various classes. It is defined by different values, tastes and consumption activity. Furthermore, its occupants rigorously protect it. For example, when describing ourselves to others we tend to refer to the social category that we belong to as a way of distinguishing ourselves from others (Mackay 1997, p.68). Mackay (1997, p.205) further evidences this by explaining how the middle classes, in an attempt to maintain their distinctive class, will put â€Å"geographical distance between itself and manual labour† or working classes. Even within classes that can be demonstrated by economic advantage, there still remains a distinction that is closely protected. The latter half of the last century saw a significant increase of wealth created and attracted to people who previously would have been considered to be working or middle class. As the wealth accumulation continued, these people began to acquire the trappings of the upper classes, such as large land estates, international residences and the like. This situation threatened the existence and position that was previously the domain of the nobility and aristocrats. As Bourdieu (1994) explains, the nobility were not prepared to lose their standing within society, based upon position and breeding, nor would they settle for it being diluted by invasion from individuals who they considered to be of a lower class, irrespective of wealth. Thus they encapsulated the retention of their previous distinction by use of the terms â€Å"old money† and â€Å"new mone y,† Individuals and groups within society use numerous ways to distinguish themselves from other classes. For example, the amount of leisure time that is available to an individual is often used as an example of their social standing (Storey 2003, p.37), as might be their house style where a detached property is viewed a social standing distinct from a terraced. Similarly, ones work position can be used to reinforce the social distinction. Subconsciously, when the terms blue-collar worker, white-collar worker and professional are used in relation to the employment of the individual, there is an automatic social and class distinction attributed to them. Power also helps to maintain the social distinction and class. By its terminology, the government is as guilty of this as any other sector of society. For example, consistent references to being a party of the â€Å"working class† by Labour is intended to distinguish them from the more affluent reaches of the conservatives. Similarly, the media makes use of class distinction in promotional strategy. For example, if a retailer wishes to appeal to the masses, for example with cosmetics, its promotion will lead with the term â€Å"Lower-priced cosmetics† Corrigan 1997, 87. Conversely, if it wishes to appeal to affluent classes it will use quality and aspirations as its message. Conclusion From the research that has been studied during the preparation of this paper, it is concluded that there are numerous and significant links between consumption, taste and social class and power. Despite the fact that the modern trend is towards a more deregulated and less controlled society (Featherstone 2000, p.15), these links still exist, although they manifest themselves in different ways to those that were used in the past. Consumption is still driven by an individual’s desire to better themselves, which is deemed to be achieved by improving ones class or standing in society. Taste is still governed by ones upbringing and changed by both peer pressure and a desire to changes ones position in society, and the various social classes still endeavour to maintain their individuality and distinction from other classes. The major difference in the modern world when compared with the historical structure of society is the manner in which all of these links and distinctions are maintained. Today, the concentration is upon the use of signs and images as a method of promoting ones position in society (Featherstone 2000, p.85). Material possessions, together with the work position are used, consciously or subconsciously, to denote where the individual stands in society in terms of their class. Encompassing all of these aspects in the manipulative forces of those with power, such as the media and government. The government, by attributing demographic segmentation to the population, maintains the concept of different social classes with varying tastes and consumption needs. The media, whilst in many ways performing the same social distinction role as government, also use the individual’s distinctive position to create situations that convey how these positions should be maintained and, in addition, provide a perceived path for the individual to exchange the class and position they are currently in for one that would improve their standing in the community. References Bourdieu, Pierre and Nice, Richard (Translator) (1994). Distinction: A Social Critique of the Judgement of Taste. Harvard University Press. Massachusetts, US. Brewer, J., and Porter, R. (eds.) 1994. Consumption and the World of Goods. Routledge. London, UK. Bucholtz, M., Laing, A.C and Sutton (eds.) (1999). Reinventing Identities. Oxford University Press. New York, US. Corrigan, Peter (1998). The Sociology of Consumption: An Introduction. Sage Publications. London, UK. Featherstone, Mike (2000). Consumer Culture and Post-modernism. Sage Publications. London, UK. Mackay, H (ed.) (1997). Consumption and Everyday Life. The Open University. Milton Keynes, London, UK. Miller. D (2002). Acknowledging Consumption: A Review of New Studies. Routledge. London, UK. Moran, Joe (2005). Hum, ping. rip: the sounds of cooking. The New Statesman. London, UK. Radway, J. (1990). â€Å"The scandal of the middlebrow: the Book-of-the-Month Club, class fracture, and cultural authority†. South Atlantic Quarterly. Fall, pp. 703-7. Storey, J. (2003). Cultural Consumption and Everyday Life. Arnold. London, UK.

The Progression of a Hunter :: Hunting Sports Nature Papers

The Progression of a Hunter It's three o'clock in the morning. I've been sleeping since eight p.m., and now my alarm clock is telling me that it's time to wake up. Most people are sleeping at this hour of the night, but I'm just now waking up to pack up my gear and head into the forest for the morning. Last night I packed my .30-06, tree stand, a small cooler full of food and a rucksack full of hunting equipment including deer scent, camouflage paint and a flashlight. I've been planning a hunt for two weeks, and the weekend has finally come. I get up from bed, shake off the cold of the morning and get ready to leave by four. It's five a.m. when I get to the dirt road winding into Ocala National Forest. I park my car in a clearing gather my gear and head into the forest with my eyes to the trees. By five-thirty I'm set up in a tree, my rifle is loaded and I'm quietly sipping hot coffee from my plastic thermos cup. I'm well concealed by tree limbs, and I have a clear shot at the ground below within my line of sight. My camouflage pants and jacket keep me hidden from the poor eyesight of the deer below, and my height above the ground keeps the smell of a human away from the sensitive noses of animals on the ground. Six a.m. and the sky is turning a light blue. The night's shade is dissipating slowly, and I can begin to see my surroundings a little better. A shot rings out from the west, and that signals nearby hunters. I hope they drove some game my way. Within a few minutes, there is rustling in the brush below me. A young buck is coming within range. He's a big one too; I can see about eight points from where I am. He is cautious and sniffs at the air and flicks out his tongue often. His coat is a light brown color like khaki. There are white markings along his flank, and he has a stubby little white fluff of fur for a tail. I disengage the safety on my rifle. The bolt is forward on the gun, and I know there's a round in the chamber. I steady myself. I turn ever so slightly to get a better angle.

Agression :: science

Agression There are different reasons why a person may act aggressively towards other human beings. The person may act this way because of his culture or the way he was brought up in society. The person does not, however, act this way based on instinct alone. Aggression is a molded, learned behavior. A human being must have both environmental and instinctual factors in order to display aggression. Some of a person's natural instincts are to desire food, reject certain things, escape from danger, fight when challenged, sex desire, care for the young, dominate, and to accept inferior status. The combination of instincts and environment determines a person's behavior. This is based on the theory that everything human beings do would have to be learned from other human beings. Aggression must be learned; it is not simply there from birth. Rather than being an uncontrollable instinct, a person's behavior is something that is taught to him. For example, a newborn baby is breathing because it is an involuntary reflex. On the other hand, a father may tell his young son to beat up the school bully who is picking on him. As a result, the boy is taught to deal with the situation by using violence. In order for an individual to display aggression, it must be driven by an instinct interacting with that person's surroundings. McDougall defines the word instinct as "an inherited or innate psycho-physical disposition which determines its possessor to perceive, and to pay attention to, objects of a certain class, to experience an emotional excitement of a particular quality upon perceiving such an object, and to act in regard to its particular manner, or, at least, to experience an impulse to such action." This definition basically explains that people have different reactions for different stimuli. Therefore, an individual is prone to act a certain way when he is stimulated to do so from his surrounding environment. For example, the Eskimo does not have an innate instinct that allows him to survive in his climate. He is taught to work with his people in order to survive when he is very young. When people are brought up in a society, they learn certain customs and traditions. These customs are usually taught to them because it's part of their society's way of life, even though some of the customs may seem cruel and repulsive to others. For example, cannibalism is abhorrent to us, but in some primitive cultures, to eat an enemy is to gain his or her strength.

Death Penalty Essay -- essays research papers

In society today there are murders committed everyday. Everyday the people who commit these crimes are found guilty in a court of law and sentenced in prison. Some even get chances for parole. What the courts should do is take every murderer, give every one of them the death penalty, and follow through with it. The death penalty should be legal in all 50 states and carried through when given out as a sentence. Gary Gilmore faced a firing squad at the Utah State Prison on January 17, 1977. There have been 55 murders in that state during 1976. During 1977, in wake of the Gilmore execution, there were 44 murders: a 20 percent decrease. As you can see, the execution had some effect on the murder rate in Utah (Solotaroff 2001). There are very few proven facts about capital punishment decreasing crime at this time. This is so because capital punishment is not used enough to actually have an effect on people. It is a fact that of all murder sentences that 38 percent get the death penalty. Of that 38 percent only 0.1 percent are executed. If we use the death penalty more often and actually carry through with it, it will have an effect on the crime rate in the country. People will see that finally we have justice in this country and if they do this, there is a good chance they are going to be caught and they are going to receive the death penalty. We also need the death penalty in this country because if we execute the murderer that person has no chance to ever kill or harm another p...

Study on Indian Apparel Industry

India's textile-apparel industry to touch $223 bn by 2021: Ficci Mumbai: India's total textile and  apparel industry  size both domestic and exports is projected to grow at aCAGR(CAGR is often used to describe the growth over a period of time of some element of the business)  of 9. 5 per cent to reach $223 billion by 2021 from the $89 billion in 2011, according to a white paper by industry body  Ficci  and research firm Technopak. India's total textile and apparel industry size is estimated at $89 billion in 2011 and is projected to grow at a CAGR of 9. 5 per cent to reach $223 billion by 2021. â€Å"The domestic textile and apparel market in India is worth $58 billion and has the potential to grow at a CAG of 9 per cent, to reach $141 billion by 2021,† the white paper on ‘Challenges in Textile and Apparel Industry' said. growing at an annual rate of 10 per cent since 2005. lobal share of textile industry was 4. 5 per cent in 2011 and is expected to be 6 per ce nt in 2016 and 8 per cent in 2021. Globally, apparel industry is expected to grow at a CAGR of 6 per cent. Pest Restoration of zero excise duty on labeled apparels will enable new investors to enter into the garment sector Removal of excise duty on garments is a major boost to the textile industry as a whole, since it will help in increasing the demand for clothing and fabric. * Rationale: Tier II and III cities offer a number of attractions for businesses such as talent pool at a lower cost, sizeable and economical land and real estate options and conducive business environments created by state and local governments. Eg. Ahmedabad and Visakhapatnam attracting 39 per cent and 32 per cent of all investment * Top e-commerce sites eg Jabong & Myntra report 50 pc sales from tier-2 and tier-3 cities

Managing Organisational Change

external Journal of macrocosm unbendableament concern Emerald Article Managing organisational convert in the earth heavens Lessons from the privatisation of the shopping centre pro arrest authorisation Ron Coram, Bernard Burnes Article breeding To cite this enrolment Ron Coram, Bernard Burnes, (2001),Managing organisational castrate in the homosexuality empyrean Lessons from the privatisation of the station helper get, global Journal of national do simple(prenominal) focus, Vol. 14 Iss 2 pp. 94 wiz hundred ten Permanent link to this document http//dx. doi. org/10. 108/09513550110387381 D decl arloaded on 17-01-2013 References This document contains references to 56 varied documents Citations This document has been cited by 14 speciate documents To copy this document emailprotected com This document has been elaborateloaded 4884 times since 2005. * Users who d experienceloaded this Article e veryplacely downloaded * Ron Coram, Bernard Burnes, (200 1),Managing organisational permute in the state-supported domain Lessons from the privatisation of the position function histrionics, International Journal of popular Sector charge, Vol. 4 Iss 2 pp. 94 110 http//dx. doi. org/10. 1108/09513550110387381 Ron Coram, Bernard Burnes, (2001),Managing organisational win completely any everyplace in the national firmament Lessons from the privatisation of the Property returns Agency, International Journal of macrocosm Sector guidance, Vol. 14 Iss 2 pp. 94 110 http//dx. doi. org/10. 1108/09513550110387381 Ron Coram, Bernard Burnes, (2001),Managing organisational falsify in the unexclusive sphere Lessons from the privatisation of the Property Service Agency, International Journal of Public Sector Management, Vol. 4 Iss 2 pp. 94 110 http//dx. doi. org/10. 1108/09513550110387381 ingress to this document was granted through and through an Emerald subscription provided by Edinburgh Napier University For Authors If you w ould like to write for this, or tot exclusively(prenominal)y a nonher(prenominal)wise Emerald payoff, then please character our Emerald for Authors prep ar. In ap gunpointation ab break how to deal which earthation to write for and submission guidelines atomic number 18 obtainable for all. Please visit www. emeraldinsight. com/authors for more than(prenominal)(prenominal) selective information. close to Emerald www. emeraldinsight. om With perpetuallyywhere forty long time experience, Emerald Group defecate is a affect in cypherent paper of global inquiry with jounce in business, society, macrocosm insurance and education. In fit, Emerald publishes over 275 journals and more than 130 book series, as healthful as an extensive prune of online products and service. Emerald is some(prenominal)(prenominal)(prenominal) COUNTER 3 and inventate compliant. The organization is a partner of the commission on Publication Ethics (COPE) and in whatsoeve r show window operations with Portico and the LOCKSS initiative for digital memorandum preservation. *Related content and download information correct at time of download.The trus devilrthy issue and full text muniment of this journal is available at http//www. emerald-library. com/ft IJPSM 14,2 94 Lessons from the privatisation of the Property Service Agency Manchester School of Management, UMIST, Manchester, UK Keywords organizational spay, Public field negociatement, Privatization, Government agencies, Public authority assets con Whilst organisational channelize appears to be happening with trade magnitude frequency and magnitude in both the earth and clandestine domains, close of the major(ip) studies of depart heighten on the toffee-nosed welkin and persist to derive their go unmatcheds to channel from that sphere.From a followup of the literary works, it is showd that in that respect is no sensation stovepipe instruction of life to manage or ganisational qualifying tho that in the ordinary eye(predicate) firmament organisations enquire to slang an antenna to remove which matches their gull aways and situation. The obligate polls the privatisation of the Property service Agency (prostate specific antigen) in order to function slimons as to how the ordinary sector brush off and should manage multi utmostiousness. It is verbalizen that the privatisation was characterised by a privation of clarity, an over-emphasis on pitchs to structures and procedures, and ply guard.However, underpinning this was an inappropriate glide slope to channelise. The article concludes that the main less(prenominal)ons of the prostate specific antigens privatisation be that, in more than(prenominal)(prenominal) circumstances, it is necessary to adopt an glide path to lurch which incorporates both the structural and ethnical aspects of reassign, and which substantiates the fate to appreciate and reply to cater fears and consults. Managing organisational qualifying in the universal sector Ron Coram and Bernard Burnes The International Journal of Public Sector Management, Vol. 14 No. 2, 2001, pp. 94-110. MCB University Press, 0951-3558 Introduction From Kurt Lewins work in the mid-forties to the pre direct tense day, organisational throw, as a dustatic march, has moved from cosmos a solveic of avocation to and a few academics and practiti wizrs to virtuoso that is identifyn as lying at the mall of organisational keep ( higher-ranking, 1997 Stickland, 1998). However, whilst organisational transfer appears to be happening with diverge magnitude frequency and magnitude in both the habitual and personal sectors, most of the major studies of and firees to qualify with approximately nonable exceptions (e. g.Pettigrew et al. , 1992) condense on the undercover sector and tend to derive their overturees to adjustment from that sector (e. g. Kanter et al. , 1992 Kotter, 1996 Mabey and Mayon-White, 1993 Pettigrew, 1985 Smith, 1997). non only does this underplay the enormous potpourris which exhaust interpreted place and atomic number 18 chronic to take place in the world sector, excuse it alike ignores the need to spr verboten startes to substitute which are in line of descent with the circumstances in which earth service organisations promptly find themselves (Flynn and Williams, 1997 Salauroo and Burnes, 1998).though thither shit been both(prenominal) healthy-publicised examples of public sector channelize projects which wipe surface g genius badly misemploy (Brindle, 1999), in that location is no evidence to show that public sector managers are, inherently, any less capable of managing variety show than their occult sector counterparts (Ferlie et al. , 1996). However, the challenges they face are different from those of their private sector counterparts, especially in price of public accountability, demonstrating take t o be for m unityy, and in skirmish the transform magnitude expectations, regarding service levels and quality, of both the global public and politicians.Over the last 20 years, one of the most evidentiary challenges that public sector managers seduce had to cope with, and one which has interpreted them into incomprehensible territory, has been that the boundary amidst the public and private sector has start out counter commute magnitudely hazy (Crouch and Streeck, 1997 Flynn, 1993). In the UK, which has tended to be at the forefront of these bring outments, whatever public services, or parts of them, shit been and are be fix up out to private cast (e. g. he management of some(a) schools and local education authorities) in condition(a) cases, public bodies surrender been turn into quasi-independent organisations (e. g. the Benefits Agency) and, in other causes, some organisations obligate been and are existence privatised in their entirety (e. g. public util ities). in all these forms of organisational permute throw up their own dilemmas and challenges, and they all bring an climb up to change which is appropriate to the circumstances k nonty. However, as Dunphy and Stace (1993) argued, there is no one entree which is capable for all circumstances and impersonals.This article examines one particular and major form of organisational change which continues to have a large impact on the public sector privatisation. It contractes upon the Property go Agency (prostate specific antigen) which, until its privatisation in the primal 1990s, was trusty for the gimmick, victuals and management of all the UK governing bodys buildings and s rate. By presenting a case direct of the privatisation of the prostate specific antigen, the article designks to nonpluss lessons as to how the public sector croup and should manage change.The article begins by reviewing the literature on change management. In particular, it draws wariness to the need to recognise that there is no one best guidance to manage organisational change. This is followed by a verbal definition of the background to our research on the prostate specific antigen, and the unveiling of the case read itself. As the concomitant tidings section shows, the privatisation of the prostate specific antigen was characterised by a wishing of clarity, an over-emphasis on changes to structures and procedures, and round resistance.netherpinning this was an inappropriate cuddle to change. In conclusion, the article argues that the main lessons of the prostate specific antigens privatisation are that, in much(prenominal) circumstances, there is a need to adopt an approach to change which balances the structural and pagan aspects of change, especially the need to appreciate and reply to mental faculty fears and concerns. Approaches to change management As Stickland (1998, p. 14) remarks F F Fthe enigma with per utilize change is that it parades acro ss more able domains under umerous guises, such as shift key, development, metamorphosis, transmutation, evolution, regeneration, innovation, slip and transition to name only when a few. Organisational change in the public sector 95 IJPSM 14,2 96 Especially over the last 20 years or so, as the maltreat and magnitude of organisational change appears to have accelerated, there has been a signifi cigarettet increase in the follow of approaches to change management on offer (see Buchanan and Boddy, 1992 Buchanan and Storey, 1997 Burnes, 2000 cummings and Worley, 1997 Dawson, 1994 Kanter et al. 1992 Pettigrew et al. , 1992 Senior, 1997 Stace and Dunphy, 1994 Stickland, 1998 Wilson, 1992). Nevertheless, most writers tend to fall into one of two broad camps those who support the think approach to change and those who espouse the sudden approach. The plan approach originated in the 1940s from the work of Kurt Lewin (Lewin, 1947). Subsequently, it was adopted by, and became the central rivet of, the presidential term Development (OD) movement (French and Bell, 1995).However, in the mid-eighties, as a result of increasing criticism of the plan approach, the emerging approach to change came to the fore. Its proponents argued that the Emergent approach was more suitable for the fighting(a) and unpredictable conditions confront by organisations in the late 20th century. The following briefly examines, and attempts to put into perspective, both these approaches to change in order to piece the ground for presenting and discussing the privatisation of the prostate specific antigen. plan change summary and criticisms aforethought(ip) change is an iterative, cyclical, address involving diagnosis, action and evaluation, and raise action and evaluation. It is an approach which maintains that once change has taken place, it must be self-sufficing (i. e. safe from regression). The drive of aforethought(ip) change is to improve the effectiveness of the huma n positioning of the organisation by steerage on the slaying of assorts and teams. Central to blind drunk change is the stress placed on the cooperative spirit of the hange effort the organisation, managers, recipients of change and change agents jointly diagnose the organisations problem and jointly plan and design the specific changes. Underpinning Planned change, and and then the origins of the OD movement as a whole, is a strong humanistic and democratic orientation and an emphasis on improving organisational effectiveness. The main criticisms levelled against the Planned approach to change are, as Burnes and Salauroo (1995) point out, as follows.First, Planned change was developed specifically for, and in response to, outmatchdown, autocratic, rigid, rule- prime organisations operating in a somewhat predictable and controlled environs. However, an increasing number of writers argue that, in the libertine and chaotic founding in which we live, such assumptions a re increasingly tenuous and that organisational change is more a unbroken and unrestricted process than a set of discrete and self-contained all the same(p)ts (Garvin, 1993 Hatch, 1997 Nonaka, 1988 Peters, 1989 Stacey, 1993 Wooten and White, 1999).Second, and on a connatural note, a number of writers have criticised the Planned approach for its emphasis on incremental and isolated change, and its inability to incorporate radical, vicissitudeal change (Dunphy and Stace, 1993 Harris, 1985 Miller and Friesen, 1984 Schein, 1985). Third, Planned change is implant on the assumption that commons accordance hobo be reached, and that all the parties voluminous in a particular change project have a testamentingness and interest in doing so.This assumption appears to ignore organisational remainder and politics, or at least assumes that problem issues can be easily secern and resolved. However, as Pfeffer (1981 1992) showed, conflict and personal and group self-interest do play an all important(predicate) fiber in what changes take place and who benefits from them. Fourth, it assumes that one type of approach to change is suitable for all organisations, all situations and all times. Dunphy and Stace (1993, p. 905), on the other hand, argue that roiled times demand different responses in varied circumstances.So managers and consultants need a position of change that is basically a situational or contingency model, one that indicates how to change change strategies to hand optimum fit with the changing milieu. Organisational change in the public sector 97 Leading OD advocates, as aptitude be anticipate, divergence these criticisms and point to the way that Planned change has tried to incorporate issues such as power and politics and the need for organisational transformation (Cummings and Worley, 1997 French and Bell, 1995).Nevertheless, as criticisms of the Planned approach mounted, supporters of the Emergent approach gained ground. Emergent chang e summary and criticisms thither are more writers who have contributed to the development of the Emergent approach, notably Dawson (1994), Kanter et al. (1992), Kotter (1996), Pettigrew (1985) and Wilson (1992). Unlike the supporters of the Planned approach, the main proponents of the Emergent approach are a more more diverse group who are separated by both geographic and disciplinary divides. Nevertheless, they would, more or less, throw that the main tenets of Emergent change are as follows .Organisational change is a continuous process of experiment and adaptation seted at matching an organisations capabilities to the needs and dictates of a propellantal and indistinct environment. . Though this is best acquired through a multitude of ( in the first place) small- to medium-scale incremental changes, over time these can lead to a major re-configuration and transformation of an organisation. . counterchange is a multi-level, cross-organisation process that unfolds in an it erative and mussy fashion over a purpose of years and comprises a series of ignition interlock projects. . remove is a semi semipolitical-social process and not an analytical-rational one. The role of managers is not to plan or implement change per se, but to effect or foster an organisational structure and humor which encourages and sustains experimentation, learning and risk-taking, and IJPSM 14,2 . 98 . to develop a workforce that will take responsibility for let outing the need for change and implementing it. Although managers are expected to become facilitators rather than doers, they withal have the prime responsibility for developing a bodied vision or common purpose which gives direction to their organisation, and in spite of appearance which the justness of any proposed change can be judged.The key organisational activities which allow these elements to lock up successfully are information-gathering somewhat the external environment and internal objectives a nd capabilities communication the transmission, analysis and discussion of information and learning the ability to develop rising skills, identify appropriate responses and draw knowledge from their own and others past and present actions. Though not always verbalise explicitly, the case for an Emergent approach to change is based on the assumption that all organisations live on in a turbulent, dynamic and unpredictable environment.Therefore, if the external world is changing in a fast and uncertain way, organisations need to be continuously scan their environment in order to identify developments and respond appropriately. Though ultimately leading to organisational transformation, to be successful, it is argued, change needs to come out of the closet locally and incrementally in order to respond to threats and opportunities thrown up by environmental instability. Because this is a continuous, open-ended and bottom-up process, the Planned approach to change is inappropriate. This leads to the outset of lead major criticisms of the Emergent approach it is specifically riged on the assumption that all organisations operate in a dynamic environment which requires continuous transformation. It is, by its own definition, not applicable to organisations operating in steadfast environments where fine-tuning is the order of the day, or those whose circumstances require major changes through the use of rapid and coercive measures.The second criticism relates to the release among these two approaches. The Planned approach is attacked because of its advocacy of Refreezing organisations after they have been changed (Kanter et al. , 1992). However, if one examines the process of change advocated by, for example, Dawson (1994), Kotter (1996) and Pettigrew et al. (1992), though they argue to the contrary, they do speak of change as a transition process which does have a beginning, middle and end. Indeed, as Hendry (1996, p. 24) comments sugar any account of crea ting and managing change and the mood that change is a triplestage process which ineluctably begins with a process of unfreezing will not be far below the surface. The last(a) exam criticism concerns the emphasis that advocates of the Emergent approach place on the political and heathen aspects of change. Though undoubtedly politics and socialisation do play a role in the change process, a number of writers have begun to criticise what they regard as the overemphasis placed on these aspects of change. Hendry (1996, p. 21), for example, argues that The management of change has become F F F overfocused on the political aspects of change, whilst collins (1998, p. ampere-second), voicing concerns of his own and of other researchers, argues that F F F in reacting to the problems and critiques of the Planned approach, managers and practitioners have swung from a dependence on under-socialized models and explanations of change and instead have become committed to the arguments of, w hat expertness be called, oversocialized models of change. Organisational change in the public sector 99Therefore, though it has apparent advantages over the Planned approach, or rather it is applicable to situations for which Planned change is not suitable, an examination of the Emergent approach reveals that it not free from serious criticism. putting change into perspective In examining the Planned and Emergent approaches to change, what we can see is that they focus on different aspects of organisations and are applicable to different situations. The Planned approach is chiefly aimed at improving group effectiveness, tends to have a top-down orientation and is most suitable for stable environments.The Emergent approach, on the other hand, tends to focus on organisational transformation through continuous change and seems more suited to turbulent environments. This means that, patronage their other strengths and weaknesses, both are essentially situational approaches suitable only for particular situations. In addition, it is to a fault agnize that, even taken together, the two approaches do not height all the broad spectrum of change events which organisations encounter. Senior (1997), for example, rawing on the work of Grundy (1993), identifies three categories of change tranquil incremental covering slow, systematic, evolutionary change bumpy incremental pertaining to periods where the smooth flow of change accelerates and discontinuous change. Cummings and Worley (1997) identify a continuum ladder from incremental change to quantum change. Dunphy and Stace (1992), in a ensampleised but more flesh out way, identify a four-stage change continuum that comprises fine-tuning, incremental adjustment, modular transformation and corporate transformation.Storey (1992) offers a four-fold typology of change (1) Top-down systemic change. This is aimed at transforming the organisation. (2) Piecemeal initiatives. These are devised and implemented by depar tments or sections in an unconnected fashion. (3) negociate for change. This is where a series of keisters are jointly agreed between managers and workers, but are pursued in a by small degrees fashion. (4) Systemic jointism. This is where managers and workers agree a total package of changes intentional to achieve organisational transformation.IJPSM 14,2 100 Kanter et al. (1992), addressing the issue of transformational change, have noted that it can be achieved both by a Bold Stroke approach (rapid overall change) or a Long defect approach (incremental change leading to transformation over an extended period of time). In a similar vein, Beer and Nohria (2000) make an evoke contribution to the change debate. Based on over 40 years of canvass the nature of corporate change, they identify two basic archetypes, or theories of change surmisal E and possibleness O.The main objective of possibility E change is to exploit stockholder value. It is applied in situations where a n organisations performance has diminished to such an extent that its main shareholders demand major and rapid change to improve the organisations fiscal performance. Typically this is a hard approach based on downsizing, divestment of non-core or low-performing businesses, and the heavy use of fiscal incentives. Theory O, on the other hand, is alike aimed at improving an organisations performance but his is more a soft approach which is based on developing the organisations purification and its human capabilities, and promoting organisational learning. Beer and Nohria (2000) believe that both of these are valid models of change but that both have their flaws. Theory E can achieve short-term financial gains but at the cost of denuding an organisation of the human capabilities and organisational culture necessary for long-term survival. Theory O, whilst focusing on these, falls into the block of not restructuring to concentrate on core activities, thus failing to gear shareholder value.To achieve the gains of both these approaches, whilst avoiding the pitfalls, Beer and Nohria advocate using these in tandem by focusing on the rapid restructuring elements of Theory E but following this with the human efficacy development offered by Theory O. Although similar to Kanter et al. s (1992) Bold Strokes and Long knock against, this idea goes beyond most other writers by pointing out that it is possible and sometimes necessary to combine approaches to change, rather than argumentation for some sort of universal approach.In net this review of the literature on organisational change, three issues need to be emphasised, which are as follows (1) There are a abundant variety of approaches to change, though some tend to be more popular than others. (2) As Burnes (1996) argues, there is no one best way to manage change. All the approaches on offer appear to be situational, i. e. express in terms of the circumstances in which they are effective. Therefore, managers ne ed to choose an approach which is suitable for their situation rather than assume that what worked in the past will too work in the coming(prenominal). 3) In some situations, it may be necessary to combine, all concurrently or sequentially, different approaches to change. Having identify the main issues with regard to the literature on change, we can now proceed to examine how the prostate specific antigen managed change in apply. This will commence with a brief verbal description of the background to our research, and the methods employed. Background and methods This article is based on research carried out between 1995 and 1998 by the authors into the process and consequences of the privatisation of the Property Services Agency.The research had two main objectives (1) To identify the reasons for, and the process of, the privatisation of the prostate specific antigen. (2) Post-privatisation, to examine the impact of the immature arrangements on relations between disposal ac tivity departments and the newly-privatised prostate specific antigen. As mentioned in the Introduction, this article is have-to doe with with the first objective, the process of privatisation. For a review of the impact of privatisation on relations between political sympathies departments and the privatised prostate specific antigen, see Burnes and Coram (1999).Looking at the design of the research and the methods used to study the changes at the prostate specific antigen, the aim of the research was to construct a mainly qualitative case study of what took place. This was based on principles and methods of research advocated by writers such as Denzin and Lincoln (1998), Robson (1993) and Yin (1994). Though documentary evidence was collected, such as press reports, extracts from parliamentary debates, internal PSA documents and the subject size up Office reports into the bargain of the PSA (NAO, 1995 1996), the main source of selective information came from interviews with th ose most closely involved with the process.These ferine into louvre groups (1) Senior civil servants within the responsible for(p) for managing and privatising the PSA. (2) Senior civil servants responsible for managing and procuring property and property services for government departments. (3) Senior civil servants in the bodies responsible for advising departments on purchasing constitution. (4) Directors and operational faculty in the privatised companies, the majority of whom were former PSA employees. (5) The Civil Service trade compacts involved in the privatisation negotiations.In total, some 50 individuals were interviewed. The interviews were taperecorded and transcripts sent to the interviewees for checking and correction. In addition, a draft of the final exam report of the research was sent to the interviewees for comment. These selective information formed the basis of the following description of the privatisation process. Organisational change in the public se ctor 101 IJPSM 14,2 102 The privatisation of the Property Services Agency (PSA) Background The origins of the PSA can be traced to 1962 when the Ministry of PublicBuildings and Works was make responsible for maintaining all the UK governments civil buildings. A year later, the Ministry was unify with the Works Directorates of the Admiralty, War Office and rail line Ministry. The merger increased the Ministrys workforce to over 60,000. With the creation of the Department of the Environment (DoE) in 1970, it was decided that the responsibility for verbalism and maintenance services should become the responsibility of a separate agency and thus the Property Services Agency was born.Its role was to F F F provide, manage, maintain, and furnish the property used by the government, including defence establishments, offices, courts, research laboratories, reproduction centres and land (PSA, 1988, inside cover). In the 1960s and 1970s, few questioned whether or not such activities were b est carried out by the public sector, but in the eighties the tide of opinion began to turn (Crouch and Streeck, 1997). Claims of bureaucratic in efficacy and waste in the UK public services were nothing new (Chapman, 1978 Fulton, 1968 Plowden, 1961).However, what was new, with the election of Margaret Thatcher as Prime Minister in 1979, was that tackling bloated, wasteful, overbureaucratic, and underperforming public services became the centrepiece of government policy (Ferlie et al. , 1996, p. 11). Subsequently, successive Conservative governments seek to deliver better value for money in public services through measures such as privatisation, outsourcing and compulsory competitive tendering (Flynn, 1993 Horton, 1996).Not surprisingly, give its size and importance, but most of all given the fact that it seemed to be carrying out a role that in other sectors of the economy was carried out by the private sector, the PSA became a prime target for reform. The process of privatisatio n In retrospect, it is possible to see that the process of privatising the PSA went through sextette key stages and began well in farm of the actual announcement that it was to be privatised . set up 1.In order to increase the commercial efficiency of the PSA, in 1986 the government appointed the consultancy firm Deloitte to develop and introduce new news report and management information systems. These new systems were designed to allow the PSA to operate along private sector lines and to abandon public sector practices which were seen as uncommercial. . Stage 2. In 1987, it was announced that, from April 1988, civilian departments of government could take responsibility for commissioning their own construction projects with a value of over ? 150,000.The Ministry of self-abnegation was allowed to follow suit in April 1990. In effect, . . . . this meant that the PSA was going to have to stir alongside private sector companies for government work. Stage 3. In 1988, the Secretar y of take for the Environment announced that the PSA would in future operate on a commercial basis. This is to say that its income, and indeed its survival, would depend on gaining work from government departments in the face of private sector competition. To hurry this, the PSA was restructured into a number of separate business functions.In addition, in order to make headway a more commercial orientation, a railway line Development Directorate was launch within the PSA. The consultants Price Waterhouse were appointed to operate alongside the new Directorate to function the PSAs commercial development by, among other things, training staff in business accounting, financial management, business planning, tidy sum management, customer bang and marketing. Stage 4. In September 1989, the government announced that the PSA was to be privatised.In June 1990, the code necessary to enable this to take place was passed. Stage 5. In October 1990, in zeal for privatisation, the PSA w as restructured into three main businesses PSA Projects, PSA Building Management (which was in conclusion split into five separate companies), and PSA International (which, in the end, was closed down rather than sold). Stage 6. PSA Projects was privatised in 1992. This was followed in 1993 by the sale of the five companies which comprised PSA Building Management. Organisational change in the public sector 103The above presents the privatisation of the PSA as a comparatively aboveboard and well- plan process. However, this is far from the reality of what happened. First, it must be recognized that most of the above actions were impose on the PSA rather than arising from the decisions of its own management. Second, the six stages focused very much on changes to structures and procedures whilst paying minor attention to the need for attitudinal, behavioural and ethnic changes or, indeed, the reply of the PSAs staff to the notion of privatisation.Finally, as the following will explain, the move to privatise the PSA was far slower and much messier than either the government or the PSAs management had allowed for. The pace of privatisation As the following quotation from a director of one of the privatised companies indicates, the privatisation of the PSA took longer, and was more difficult, than expected The privatisation process was a very lengthy process.It was much longer than it was before intended to be and meant that the natural anxiousness and nervousness that occurs during such periods was prolonged. IJPSM 14,2 104 The main reasons for this lag were twofold. Lack of strategical direction. At first, the PSAs come on appeared to treat privatisation as a standard public sector change broadcast which could be planned in advance, penalize in a straightforward way with few unforeseen problems, and which staff would accept, even if they did not like it. However, this proved to be far from the case.The PSAs jury brought in a firm of consultants to h elp them to clarify the PSAs strategic direction but, as this remark by PSAs then Deputy Chief decision maker demonstrates, the result seemed somewhat unfocused For example, we did a lot of work on objectives. I dont think I can think about what we boiled it down to in the end, F F F something like to go forward the maximum number of viable longterm jobs. any(prenominal) the merits or not of the work the Board did, the middle and lower reaches of the PSA seemed more alarmed than consoled by developments.It was also the case that even where positive decisions were taken by the top, such as a committedness to provide retraining and outplacement support for staff, they represent it difficult to put them into practice. One former PSA Director stated that There were a few things like that the training where I think the best intentions at the top were weakened by people underneath, and I didnt know why. The difficulties faced by top management in developing a new strategy for the PSA and in pushing forward the pace of privatisation were threefold.The first was that though, as civil servants, they had been brought up in a stable environment which operated by well-understood rules, they found themselves having to transform the organisation into a commercial entity that could be successful whilst not understanding the nature of competition nor ever feeling in control of the pace of change. The second was that, having been used to running a bureaucratic organisation with compliant staff, they found themselves attempting to construct a more limber and entrepreneurial body with an increasingly dissatisfied and worried workforce.The last was that, their actions were being located and judged by their political masters, whose sole concern appeared to be to privatise the PSA as quickly as possible, no reckon what it cost or who was offended. Therefore, ranking(prenominal) managers found themselves caught between the politicians confide for speed and their staffs des ire for job security, both of which clashed with their own sleepless and rule compulsive approach to change. Resistance by PSA employees. This was the second main reason for the deceleration of the privatisation process.The majority of PSA employees did not loss their organisation privatised. Not only did they value the stability and certainty that running(a) for a government body gave them, but also most believed that the PSA had little knock of survival in the private sector. As one of their trade alliance officials put it The implications of privatisation for staff, in respect of pensions, severance terms, frequent pay and conditions, were enormous. What happens if the organisation who took them over went split at some later consider?The result of this uncertainty and fear for their future was that staff sought to resist and withstand privatisation. On an individual basis, many staff resisted by withholding information and decrease down the process wherever possible. F or example, some staff basically gave up work and devoted all their time to inquisitive for another job, whilst others fabricated rumours. There was also a general increase in union militancy. On a collective basis, the PSA staff trade union decided to oppose the privatisation.As one union official commented F F F we felt and still feel that if you are providing a service for the public sector and using taxpayers money, that its quite inappropriate to have this work carried out by organisations making a profit. Organisational change in the public sector 105 The official also went on to state that it was union policy to delay the privatisation F F F the idea was that the longer it took, the longer people were in the public sector.There were issues about information, about negotiation over what the implications of the sale would be for staff, and obviously, from that point of view, the idea of slowing the process down wasnt one that we were objecting to. Eventually this resistance be came overt and staff took industrial action, including working to rule and strikes. In a previous(a) attempt to defuse staff confrontation to privatisation, the government devised a staff preference scheme whereby PSA staff could choose to transfer fully to the privatised companies, to be seconded to them for a limited period, or to take early on retirement.The staff choice scheme also protected employees pension entitlements. Though this defused some of the opposition, it was not until after the 1992 General Election, when many people mistakenly as it turned out expected a change of government, that staff finally accepted the inevitableness of privatisation. As can be seen, the PSAs privatisation was characterised overall by uncertainty, delay and a lack of any clear strategic direction (other than to privatise it). The entire process was impelled by one unquestionable aim privatisation.The process, cost and consequences of privatisation were all subordinate, and, in some moxies, irrelevant to achieving that one aim. Though clear in itself, the aim provided no guidance as to how it was to be achieved nor, importantly, did it offer any direction for what was to take place afterwards. As for the PSAs strategy, instead of clarity and purpose, what developed was a stream of unplanned, ad hoc and muddled decisions made in reaction to events, rather than in anticipation of them.Discussion Though it is not the purpose of this article to evaluate the merits or differently of the decision to privatise the PSA, it is important to recognise that the wave of privatisation seen in the UK in the 1980s and 1990s was essentially based on a IJPSM 14,2 106 political belief that the private sector, driven by competitive pressures, was far better at delivering value-for-money services than the public sector (Crouch and Streeck, 1997 Ferlie et al. , 1996 Flynn, 1993).Consequently, the privatisation of the PSA, like other privatisations, was not driven by some form of ra tionaleconomic decision-making process, but by a political agenda aimed at transferring parts of the public sector to the private sector. Consequently, successive governments were less concerned with the process of change, or indeed its cost, than with ensuring that the transfer took place. It is not surprising, then, that the PSAs staff should have felt resentment and a sense of betrayal that, after many years of public service, their careers and livelihoods were threatened by what appeared to them to be ideological dogma.This put the senior managers of the PSA in a situation for which they were ill-prepared and had little experience. They had to plan for, and get staff to survey with, a proposition for which they themselves seemed to have little sympathy and over which, in the final analysis, they felt they had little control. To achieve privatisation, they attempted to apply the sort of rational-planned approach to change which had worked for them when undertaking change in the past. scarce past changes had been undertaken within a relatively stable public sector environment, with a compliant workforce and with few probable losers.Unfortunately, the governments policy in this instance was driven by mainly ideology rather than rationality. It was designed to remove the PSA from the public sector, the workforce were afraid and hostile, rather than compliant, and there were a great number of emf losers. It was also the case that the senior echelons of the PSA appeared themselves to be apprehensive and lacking in support for the privatisation. Therefore, not surprisingly, senior managers found it difficult to devise and put their plans into practice when faced with an uncertain environment and a hostile staff.As time passed, three factors came to the fore which ensured that privatisation was completed (1) In order to achieve its objective of privatising the PSA, the government eventually recognised it would need to be pragmatic as to how this was achieved and its cost. (2) The PSA management abandoned its planned approach to change and, basically, adopted a reactive and ad hoc approach to overcoming the barriers to privatisation traffic with them as they arose and being prepared to be flexible in most aspects of the process. 3) later the 1992 General Election produced no change of government or policy, it became clear to staff that the privatisation of the PSA was inevitable. As can be seen, in terms of strategic change, this was an instance where there was a clear, though limited, objective, but no clear or lucid strategy for achieving it. It is highly debatable whether or not the privatisation of the PSA has produced any measurable benefits to the UK taxpayer. Certainly the governments own National Audit Commission (NAO, 1995 1996) was critical of the cost and process of the PSAs privatisation.Also, whilst most organisations in the private sector appear convinced that closer, less hostile and longer-term working relationships between customers and suppliers are the way to achieve best value for money, this does not seem to be the case in terms of the public sectors relations with the privatised PSA or other companies in the construction industry (Burnes and Coram, 1999). As far as change management was concerned, what we can see is that the PSAs managers attempted to apply the sort of quick, top-down, mechanistic approach to change which had previously worked well in the relatively stable world of the public sector.However, the PSA was moving into unacknowledged territory, the private sector, which was far more dynamic and unpredictable than it was used to. Also, it needed to achieve two forms of change at the same time changes to structures, practices and procedures and changes to attitudes, behaviour and culture. Whilst the traditional top-down public sector approach might be suitable to the former, provided the environment was relatively stable, it was not suitable to the latter, regardless of the na ture of the environment.This meant that the PSAs leaders were attempting to take their staff into unknown territory, using an inappropriate approach and in a direction with which even they were plainly ill at ease. Conclusions As the literature review argued, there is no one best way to manage change. however because an approach was deemed appropriate and worked over a period of time does not mean it will work in all situations or for all time (Burnes, 1996). A top-down, planned approach may well be suitable for a stable, public sector bureaucracy, but if a need arises to move the same bureaucracy into the private sector, the same approach is unlikely to work.As Dunphy and Stace (1993, p. 905) remarked churning times demand different responses F F F Although the privatisation of the PSA is now a past event, the nature of the public sector and whether further elements of it should be privatised, or required to become more market-orientated, still form part of the current political agenda in most countries. Consequently, the lessons of the PSAs privatisation are still very relevant to those who make public policy and to those charged with carrying out the changes which such policies require of them. The main lessons are as follows.First, to prepare services for privatisation, or to operate on a more commercial basis, requires both structural and heathen change. As Allaire and Firsirotu (1984) showed, to achieve both requires different approaches with different timescales. A similar point was made by Beer and Nohria (2000), cited earlier, who call for a combination of Theory E and Theory O approaches to achieve such transformations. To focus on only one of these, as was the case with the PSA, is unlikely to achieve the benefits which policy makers expect, and taxpayers increasingly demand. Organisational change in the public sector 107IJPSM 14,2 108 Second, there is a need to win over staff, or at the very least to address their concerns and fears. A key elem ent in this is the need for policy makers to move beyond basing their decisions mainly on dogma or political creed, and instead, as OToole and Jordan (1995, p. 190) recommend, to base them upon a loaded identification of weaknesses and a considered plan to palliate those defects. As far as the PSA case was concerned, there was never really any attempt to win over staff or, until quite late in the process, to address their fears and concerns.The main reason for this was that the PSAs senior managers did not know how to promote a decision based on dogma, one which they had played no part in developing, and over whose consequences they had significant reservations. Third, it should also be noted that the PSAs management themselves did not be possessed of the skills or experience to manage such a change process. Although this was recognised by the provision of consultants to help with the more structural and technical changes, support for the more cultural aspects appears to have bee n ignored.Therefore, in conclusion, as can be seen, the PSAs privatisation was flawed and, some might consider, ill-conceived in the first place. However, this should not blind us to the important lessons it offers both policy makers and practitioners when considering and managing organisational changes in the public sector. form _or_ system of government makers rightly require and expect public sector employees to provide value for money. In turn, public sector employees have a right to expect policy makers to take decisions, and manage the consequences which flow from these, in such a way that it can be openly seen that value for money is their primary concern.References Allaire, Y. and Firsirotu, M. E. (1984), Theories of organisational culture, Organization Studies, Vol. 5 No. 3, pp. 193-226. 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