Thoreau a kind of American Mahatma Ghandhi Essay Example For Students

Thoreau a kind of American Mahatma Ghandhi Essay Most people think Thoreau to be in the shadow of Wordsworth. Thoreau strongly seeks to evade Emerson wherever he cannot revise him directly. Only Walden was exempt from censure. Thoreau was a kind of American Mahatma Ghandhi, a Tolstoyan hermit practicing native arts and crafts out in the woods. He was not really an oppositional or dialectical thinker, like Emerson, though certainly an oppositional personality, as the sacred Emerson was not. Being also something of an elitist, again and unlike Emerson, Thoreau could not always manage Emersons building up a kind of Longinian discourse by quoting without citation. Walden, for its incessant power, is frequently uneasy because of an unspoken presence, or a perpetual absence that might as well be a presence, and that stated in Thoreaus journal: Emerson does not consider things in respect to their essential utility, but an important partial and relative one, as works of art perhaps. His probes pass one side of their center of gravity. His exaggeration is of a part, not of the whole. This is only a weak misreading of Emerson. However, it attributes to Emerson what is actually Thoreaus revision of Emerson. We will write a custom essay on Thoreau a kind of American Mahatma Ghandhi specifically for you for only $16.38 $13.9/page Order now Thoreau was also a kind of Gnostic, but the rebel Thoreau remained a Wordsworthian, reading nature for evidences of a continuity in the ontological self that nature simply could not provide. Walden is considered as both a simple and a difficult text, simple in that readers feel a sense of unity. It is difficult in that they have been persistently perplexed and occasionally exhorted in form. The primary question is to seek what Walden means. There is also the concern with Waldens style. Waldens meaning can be explained in two different ways. The first is by introducing a distinction between form and content which simultaneously focuses attention on the question of form and reduces content to little more than banning. From the first move follows the more interesting and more pervasive second meaning. The preoccupation with Waldens formal qualities turns Waldens meaning in a simple sense. The assertion is to examine the form of any literary artifact, which is to identify its essential unity, thus the concern with Waldens structural wholeness is integrated well in the book. In other words, one can say that the common moral of Walden is the virtue of simplicity. Thoreau substituted words like poverty, a word which set him apart from his materialistic neighbors. By poverty, he said, simplicity of life and fewness of incidents, I am solidified and crystallized, as a vapor or liquid by cold. It is a singular concentration of strength and energy and flavor. Chastity is perpetual acquaintance with the All. My diffuse and vaporous life becomes as frost leaves and spiculae radiant as gems on the weeds and stubble an a winter morning. Such poverty or purity was a necessity of Thoreaus economy. By simplicity, which Thoreau called poverty, his life becomes concentrated and organized. Walden filled Thoreaus immediate need of self-therapy. In this perspective, Walden is the resolution Thoreau was able to fulfill through art. He had effected his own resolution through cautious endeavor and mature serenity. However, this serenity of Thoreau, is a victory of discipline. He says it is the highest aim in life, which requires the highest and finest discipline. To become one with Nature is to become a soul reflecting the fullness of a being. His desire to perceive things truly and simply resulted in his belief that fatal coarseness is the result of mixing trivial affairs of men. In order to justify his devotion to purity he wrote Walden. He believed that when men is able to find his natural center, a promise of the higher society man is possible. Like other works of his time, it has the unique effort of American romanticism. It has impressive individualism and the desire for experience. .u08b73c57953b7ac37ad72fbb445bdd4f , .u08b73c57953b7ac37ad72fbb445bdd4f .postImageUrl , .u08b73c57953b7ac37ad72fbb445bdd4f .centered-text-area { min-height: 80px; position: relative; } .u08b73c57953b7ac37ad72fbb445bdd4f , .u08b73c57953b7ac37ad72fbb445bdd4f:hover , .u08b73c57953b7ac37ad72fbb445bdd4f:visited , .u08b73c57953b7ac37ad72fbb445bdd4f:active { border:0!important; } .u08b73c57953b7ac37ad72fbb445bdd4f .clearfix:after { content: ""; display: table; clear: both; } .u08b73c57953b7ac37ad72fbb445bdd4f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u08b73c57953b7ac37ad72fbb445bdd4f:active , .u08b73c57953b7ac37ad72fbb445bdd4f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u08b73c57953b7ac37ad72fbb445bdd4f .centered-text-area { width: 100%; position: relative ; } .u08b73c57953b7ac37ad72fbb445bdd4f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u08b73c57953b7ac37ad72fbb445bdd4f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u08b73c57953b7ac37ad72fbb445bdd4f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u08b73c57953b7ac37ad72fbb445bdd4f:hover .ctaButton { background-color: #34495E!important; } .u08b73c57953b7ac37ad72fbb445bdd4f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u08b73c57953b7ac37ad72fbb445bdd4f .u08b73c57953b7ac37ad72fbb445bdd4f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u08b73c57953b7ac37ad72fbb445bdd4f:after { content: ""; display: block; clear: both; } READ: Annie Lennox EssayIn the end, Thoreau stated that if a mans writings are interpreted more than one version, it is considered a ground for complaint. He wanted Walden to be a fact truly and absolutely stated, otherwise he would have considered it a failure if is served only to communicate an eccentrics refusal to go along with society, if taken literally. Walden is an experience of the cosmic travels of the self. At Walden pond, he wrote that the imagination of oneself is the best symbol of our life. He went to Walden pond because he wanted to find a place where you can walk and think with the least obstruction. He wanted a road where he could travel and to recover the lost child that he is without any ringing of a bell. The nature of the occupation of primitive concerns with essentials like building a hut, planting, harvesting beans, fishing and naturalizing, gives each its spiritual quality. Walden was Thoreaus voyage for a reality he had lost, and it was a quest for purity. Purity to Thoreau was a return to the spring of life, to the golden age of his youth and senses. Warden follows the cycle of developing consciousness, a cycle that parallels the change of the seasons. It was a matter of purification because Thoreau had reached the winter of decay at the time Walden was being revised for the press. Thoreau was not a naturalist but a natural historian of the intellect using natural facts as symbols for his quest for inspiration. He said that the natural world reflects ourselves. In this sense, the Walden pond was the symbol. His purpose was not to return to nature, but to combine the hardiness of savages with the intellectualness of the civilized man. The civilized man to Thoreau, is a more experienced and wiser savage; Life is most rewarding when chaneled by intellectual principles.

Passer - Common French Expressions

Passer - Common French Expressions The French verb passer literally means to pass and is also used in many idiomatic expressions. Learn how to say whatever comes into ones head, to write something off, to kick the bucket, and more with this list of expressions with passer. Possible Meanings of passer to passto go over/under/through(liquid) to strain(movie, music) to show, put on(time) to spend Expressions with passer passer clothingto slip on/intopasser infinitiveto go do somethingpasser la douaneto go through customspasser la radio/tà ©là ©to be on the radio/TVpasser lheure dà ©tà ©to turn the clocks foward, begin daylight saving timepasser lheure dhiverto turn the clocks back, end daylight saving timepasser pas lentsto pass slowlypasser de bons momentsto have a good timepasser de bouche en boucheto be rumored aboutpasser des faux billetsto pass forged moneypasser devant Monsieur le maireto get marriedpasser du coq là ¢neto change the subject, make a non sequiturpasser en courantto run pastpasser en revue  - to list  - (figurative) to go over in ones mind, go through  - (military) to (pass in) review, to inspectpasser (en) ordinal numberto put in ___ gearpasser là ¢ge deto be too old forpasser larme gauche (familiar)to kick the bucketpasser la journà ©e/soirà ©eto spend the day/eveningpasser la main dans le dos quelquunto butter someone uppasser la tà ªte la porteto po ke ones head around the doorpasser le capto get past the worst, turn the corner, get over the hurdlepasser le cap des 40 ansto turn 40passer le poteauto cross the finish linepasser les bornesto go too farpasser les limitesto go too farpasser les menottes quelquunto handcuff someonepasser parto go through (an experience or intermediary)passer par de dures à ©preuvesto go through some rough timespasser par toutes les couleurs de larc-en-cielto blush to the roots of ones hair, to turn pale (out of fear)passer par luniversità ©to go through collegepasser pourto take for, be taken forpasser quelque chose quelquunto pass/hand something to someonepasser quelque chose aux/par profits et pertesto write something off (as a loss)passer quelque chose en fraudeto smuggle somethingpasser quelque chose sous silenceto pass something over in silencepasser quelquun tabacto beat someone uppasser quelquun par les armesto shoot someone by firing squadpasser sa colà ¨re sur quelquunto take out ones anger on someonepasser sa mauvaise humeur sur quelquunto take out ones bad mood on someonepasser sa vie faireto spend ones life doingpasser son envie deto satisfy ones craving forpasser son permis (de conduire)to take ones driving testpasser son tourto miss ones turnpasser sur (detail, mistake)to pass over, overlookpasser un caprice quelquunto humor someonepasser un bon momentto have a good timepasser un coup de fil quelquun (informal)to give someone a callpasser un examento take/sit a testpasser un livre quelquunto loan someone a bookpasser un marchà ©to make a dealpasser une visite mà ©dicaleto get/have a physicaldire tout ce qui passe par la tà ªteto say whatever comes into ones headfaire passer quelque chose aux/par profits et pertesto write something off (as a loss)faire passer quelquun pourto make someone out to belaisser passerto let in/through/pastpour faire passerto wash down, to help (food) downpour passer le tempsto pass the timeen passantin passing, on ones wayso it dit en passantby the way, incidentally Un ange passe.Theres an awkward silence.Ça fait du bien par oà ¹ à §a passe  ! (informal)Thats just what the doctor ordered!Ça fait passer le tempsIt passes the timeCe nest quun mauvais moment passerIts just a rough patch, bad spellComme le temps passe vite  !Time flies!et jen passe !and thats not all!Une idà ©e mest passà © par la tà ªteI had an ideaJe ne fais que passerI cant stay, Im just passing throughJe vous passe name (on the phone)Im putting you through to ___, Heres ___Nous sommes tous passà ©s par lWeve all been through thatOn lui passe toutHe gets away with anything, He gets whatever he wantsPar oà ¹ es-tu passà ©Ã‚  ?Which way did you come?Passez-moi lexpression (If youll) pardon the expressionPassez-moi du feuGive me a lightPassonsLets move on, Lets not talk about that (any more)Quest-ce quil lui a passà © (comme savon)  ! (informal)He really laid into him, gave him a rough time!Tu (le) fais passerYou pass it aroundse passer  - to take place  - (time) to pass, go by  - to give, pass to each otherse passer deto do withoutse passer de commentairesto speak for itselfse passer la main dans le dosto pat one another on the backse faire passer pourto pretend to be, pass oneself off asÇa ne se passera pas comme à §a  ! I wont stand for that!Je me passe de tes conseils  !I can do without your advice!Je ne sais pas ce qui se passe en luiI dont dont whats got into him, come over himQuest-ce qui sest passà ©Ã‚  ?What happened?Tout sest bien passà ©Everything went smoothly, without a hitchPasser conjugations

Program Development Essay Example | Topics and Well Written Essays - 2000 words

Program Development - Essay Example Working people have workload pressure and due to workload sometimes, they face frustration, mood swings and lose their mental calm leading to a state known as depression. Moreover, it is vital to state that people with depression do not even realize their illness and avoid consulting doctors. This is also regarded as a serious illness, which might lead to suicide attempt. From a medical perspective, it is situation where the mood and behaviour of people changes and affects their decision taking capability. Therefore, a program should be developed in the society for the people who face depression problem to increase awareness related to its impacts and symptoms. The purpose of the program is to improve the quality of life of people by increasing awareness and providing them better opportunities to live the life effectively (Cook, Burke & Petersen, 2004).This paper also deals with the recreational experiences along with the activities, which are involved in the program. This paper intends to provide a better insight to what the program will deal with and the time it will devote towards the welfare of people. The educational program can be most appropriate program to create awareness among people who face depression problem along with people who are not facing the depression problem. Through educational programs, people will be able to increase their knowledge about how they can reduce their depression or mental problem and secure their health for a better life and mental problem (CDC, 2012). Educational program will be effective to identify the reason for such problem and analyse the same based on symptoms. Through the educational program, people of society can obtain information about the basic signs along with symptoms of depression (Hutchinson, 2011). The major aim of the educational program is to create awareness among people and enhance their knowledge

Organisational culture, leadership and ethics in maintaining a Essay

Organisational culture, leadership and ethics in maintaining a successful workplace culture - Essay Example In order to achieve results like this, an organisation will have to understand its culture, evolution, patterns and future requirements. The concept of workplace culture has been evolving overtime. The present workplace no longer comprises of traditional hierarchy system. It is more open and complex. Thus, the personality traits and characteristic strategies required for the management of this workplace also has to change. In the current study, present day work cultures of business organisations will be studied with respect to various topics of organisation behaviour. The purpose of the assignment is to evaluate the influence of various organisational topics in maintaining a successful workplace culture. Topics such as organisational culture, leadership and ethics in business will be studied. Through specific examples, the study will also evaluate whether these topics have helped the workplace in becoming more tolerant and open or not. Since the topic of interest is vast, the study i s not limited to a specific region or country but evaluated in a global context. Looking at the drastic change in business environment, it can be arguably said that workplace has changed in every sense. As a result of globalisation and international alignments, more and more diversity can be found in the workplace. As a result people can easily adapt situation now. Also, the issues and problems arising in case of this culture are also complex. These issues cannot be handled by traditional methods and need new understanding and better techniques. Thus, the overall approach of the study will be to understand the present day work culture with respect to the selected topics and evaluate their affect on overall culture of an organisation. Leadership The competitive environment for business has changed drastically in last two decades due to various reasons like resource contingency, globalization, increase in buyer power etc. Academic scholars have pointed out that organizations need righ t form of leadership in order to survive in the changing competitive environment. Research scholars like Alas, Tafel and Tuulik (2007) have stated that leadership depends on personal traits of an individual such as behaviour, relationship with subordinates, interaction pattern with subordinates, influencing capability, ability to motivate people to perform well, influence on culture of the organization etc. Groves (2007) has proposed that systematic effort is needed in order to develop leadership quality among individuals. Ryan and Deci (2000) have revealed that social-contextual conditions boost psychological development and self-motivation and these two factors increase self efficacy among individuals. According to them self efficacy is an important aspect of leadership. Leadership as a concept has itself evolved over time. As a result of the increasing competition, pressure, managers are expecting much more from these leaders. Modern day leaders are expected to show few definite qualities which will complement the current open and tolerant work culture. Few of these characteristics are extroversion, ability to show respect, decision making capability and ability to take decisions that are ethically responsible. In the next section discussion will be held on how these characteristics have influenced the modern day culture of workplace. Extroversion is an important characteristic for a successful leader. Judge, Heller and Mount (2002) have stated that extroversion is linked with the positive emotions of a leader. Generally extrovert leaders are gregarious and sociable whereas introverts tend to be

Is global warming causing severe weather Essay Example | Topics and Well Written Essays - 1500 words

Is global warming causing severe weather - Essay Example Economic science helps to understand economic benefits and material losses caused by severe weather conditions taking into account results obtained by Climate science and Geology. Economic science investigates and develops measures to reduce negative impact of economic activity on climate and global warming. Taking into account the information mentioned above, it si evident that an interdisciplinary research is crucial, because one science is unable to solve the problem of global warming without collaboration with other disciplines. Recent years, hurricanes have become a great problem for many coastal villages and towns around the world. Scientists explain that hurricanes are caused by heated water and variations of sea level. For instance, according to Avery: " The computerized global climate models predict we'll get more and bigger storms as the planet warms", which results in severe weather conditions. Avery explains that "heat in the atmosphere is the fuel that leads to stormy weather," and "weather disasters are occurring with ever-greater intensity and frequency around the world." (Avery, n.d.). So, it is evident that this "fuel" in the atmosphere is the result of human activities (gas emissions and other pollutant) which lead to the heated atmosphere and hurricanes. Nevertheless, there is an opposite view supposing that "the present hurricane surge is part of a 60 to 70-year cycle linked to natural effects" (Briggs, 2005), and has nothing to do with heated weather conditions. Unfortunately, nobody can reject the fact that thousands of tons of mercury, lead, and other heavy metals are put into the water and air each year in the form of liquids and gases, which cause the sea temperature increase. Heavy metals, like pesticides, are long lasting and can spread over large areas. Algae and fish are disappeared and natural processes of adsorption stops. These changes in biosphere resulted in global warming.b) Tornados is another problem caused by heated water. This phenomenon was proved by Carter who stated that tornados are caused by temperature increase and storm chasing. He illustrates this fact stating that 'the escalation in extreme weather conditions over the past two decades has led to an increase in the frequency and intensity of storm conditio ns" (Carter, 2005). Some scientists try to explain tornados and storms as a result of changing weather conditions neglecting the influence of global warming on this process. They say: "When we look at the Mozambique floods, at the storms that hit France, at the absence of winters in Britain over the past few years, at the avalanches in the Alps, we are witnessing events that are now clearly tainted by human actions" (Carter, 2005). The question is "Why changing weather conditions occur" Following Carter, it is possible to say that these changes occur because of global warming. To conclude, it is possible to say that the majority of scientists agree that global warming and "green house effect" are the main reasons why we suffer from

Performance Management In Lloyds Banking Group Management Essay

Performance Management In Lloyds Banking Group Management Essay Corporations organisations look for individuals with potential techniques to develop their management skills, who in current market conditions are facing many challenges to gain skills, qualification, qualities competencies that would make them better leaders managers. Both organisations individuals looks to make investment that can get the best return. One way to achieve this is through the Management Development Program that seeks to set out the purpose of management development by considering what managers do in various contexts, and how they learn. As per Cannell. M (2008) Management development is a process through which individuals gain managerial skills through learning in turn helping themselves organisations. Management Development is an important aspect in an organisation as in house development gives employee a chance to utilize or develop their skills, make them feel loyal to the company and saves cost in the long term. Growing management talent means increased effi ciency profitability for organisations. [www.cipd.co.uk] Value of Management Development (MD) As per Mumford, A and Gold, J (2004) MD is valued as it has to be linked determined by the business needs as per strategic plans and also provide inputs to strategic plans. This top down approach can be contrasted with the one that lays emphasis on the way managers learn develop through actual opportunities. (Garavan et al, 1999; p.193) In relation to MD, a key consideration for many organisations is to show the improvements in performance of managers leading to success of organisation. Effective Management Development As per Mumford (1993) Management Development is an attempt to improve managerial effectiveness through a learning process. Effective Management Behaviour Development Focused on Effective Learning Effectiveness Process The purpose of this effectiveness triangle is that management development is not only focused on development or learning processes but these directly affect the management behaviour. John Kotter (1982) described effective behaviour as building networks for colleagues, executing by working and developing multiple objectives and maintaining relationships spending time with other people to achieve those objectives. This can then help managers to assess their development needs based on the meaning of effectiveness that is important to them or organisations. This then looks at the activities that are carried out by managers, meet their requirements to carry out their work, leading us to the second point of triangle which looks at the needs depending on the desired results from managers and action to achieve those results. The organisation then looks at the needs for learning and development depending on the processes through which those needs can be met effectively to help individual/org anisation. Measuring MD through Management Development Audit (MDA): MDA is a tool for organisations to find out what managers want, how they feel about what they are getting is management development effective, adding value and in line with organisation requirements and goals. MDA is a continuous activity of gaining a broader view of management development needs, assessing its value controlling costs in constantly changing environment. for e.g. in Lloyds banking group there is a Group Operations team which deal with gathering of data by means of interview, surveys, observations documentation. They look after the needs for management development and perform assessment gathering data on individual request and offer relevant courses that can be done online or class-room based to develop required skills and measure those in line with the organisation goals or achievements. Approaches to Management Development (MD): As per Mumford, A and Gold, J (2004) Organisations have different approaches towards management development, the four stages of management development in any organisations are: Unplanned experimental Management Development: This informal approach is based on learning by practical experience while working/experimenting things and situations. In past individuals were promoted based on the product knowledge they possessed regarding an organisation who had little training about supervision, e.g., about delegating, interpersonal skills, stress management, career developments, etc. Unplanned reactive Management Development: This approach is based on immediate situation or pressure. for e.g. the survey of IFA satisfaction report shows dissatisfaction, requires raising awareness or doing courses in respect to those skills. Another example is handling change in difficult situation, where companies like LBG have brought effectiveness by reducing costs. Planned Management Development: This approach is based on planned structured procedure of an organisation where appraisals, performance reviews identify the needs of development. for e.g. Formal Development/learning, a job change will identify the skills possessed required to do the particular job, which will identify the needs of development. An individual with expertise across various management topics is an effective manager. Effective management gives systems view of an organisation, reviewing how major functions affect each other. Strategic Management Development: This approach looks at the longer term issues with the management development for e.g. the development of managers required to handle mergers acquisition over the coming years. Organisations respond to the environmental changes such as customer demands, globalisation and technological changes, here MD could prove to be vital in acting as a tool to achieve implement the strategy and business performance for e.g. The EFQM Model. [www.efqm.org] Learning Development at Lloyds Banking Group There are quite a few different definitions of learning. The one provided by Kolb (1984), has been of particular importance in MD. Learning is the process whereby knowledge is created through the transformation of experience. The definition has further two implications, firstly if managers have achieved knowledge, skills and/or insight, learning is an end result or outcome. Secondly, to achieve an end result requires a process by which mangers acquire knowledge, skills or insight. As per Pedler and Boydell (1985) learning was more concerned with increase in knowledge or a higher degree of an existing skills, whereas development was, in their view a move towards a different state of being or functioning. At LBG, executives are committed to the development of every colleague, including themselves, so as one team the organisation is well-positioned to deliver against the strategic priorities. Learning at LBG is as follows: Your Learning web portal available for all colleagues to manage learning activities online. Effective Performance Management Leadership Management at Glance [Lloyds Banking Group Internal Database] Performance Management in Lloyds Banking Group Holbeche (1999) refers Performance Management is about setting clear and measurable objectives, taking time to regularly monitor performance, having open and honest conversations and coaching colleagues on their performance and development. Organisation like Lloyds banking group concentrates more on their performance management which is a key driver to keep track of improvements, skills achievements. Effective Performance Management to LBG means that colleagues are clear about what needs to be done and this is communicated in regular conversations throughout the year. These conversations may be formal, for example 1-2-1 meetings or annual reviews, or informal, such as quick chats with managers. Staff can also discuss their performance with colleagues other than line managers, such as peers or colleagues whom they work regularly with. These reviews provide an opportunity for colleagues and managers to identify any areas of improvement or development required, where colleagues have th e capacity to stretch themselves in their role. LBG performance management comprises of five elements as shown in the figure below: 1 Effective Performance Conversations Across the whole Business we act As one 5 Clear Simple Actions for 2 Clear, Consistent and For Development and Aligned Objectives Improvements 4 Effective Differentiation 3 Performance Ratings Based of Performance on Overall Contributions [Lloyds Banking Group Internal Database] Effective Performance Conversations (EPC) As per London and Smither, (1995), the purpose of EPC is to enable an improved understanding amongst managers and employees. Managers strengths or weaknesses could be recognised via staff feedback, thus needs for development are recognised where MD can play important role. EPC could be of any form between staff, managers or colleagues; like informal chats about the aspirations frustrations or a formal chat regarding a particular objective its achievement progress. EPC should be conducted regularly so they form an integral part of the daily activities. One of the major drawbacks for EPC is, can mangers take criticism in a positive manner or would they act defensively. As per Meyer et al, (1965) research suggested that it is a very sensitive issue and the key findings from a research carried out onto the impact of feedback on managers during performance appraisals was that, the more criticism a manager received the more defensively they reacted by denying shortcomings and blaming others. It was further found that criticism continued to negatively affect performance after reviews. [Lloyds Banking Group Internal Database] Clear, Consistent and Aligned Objective LBG (Lloyds Banking Group) objectives ensure that the deliverables are aligned with overall objectives of business where all employees actively work and contribute to deliver the organisational strategic goals by appropriate approach. LBG uses Balanced Scorecard approach for clear, consistent aligned objectives. The Balanced Scorecard: The balanced scorecard approach focuses on the clarity of organisations overall business strategy and objectives and the will to work towards them as per Kaplan and Nortons (2001, p52). LBG focuses its development activities on the whole of its workforce because of the importance of high quality customer service. In seeking to develop the talent and capability that are key to its future growth, it is interested in mapping the skills and attitudes of employees at all levels. Balanced scorecards are set at the beginning of each year and have structured objectives with clear metrics, covering five categories. Each category represents elements essential for long term growth and success. Every colleague will have their own balanced scorecard and the content should be appropriate to their role. This means that every scorecard supports individual, team and organisational objectives. The use of balanced scorecard in LBG is to support delivery of business objectives and values in the context of prudent risk management, and ensure that all colleagues work together to achieve this outcome. [Lloyds Banking Group Internal Database] Effective Differentiation of Performance (EDP) LBG staff is distinguished through their performance and thus recognises those individuals who would require more support for better performance. This would imply that ratings are fairly and consistently applied throughout the organisation. Peer Comparison Approach for EDP: LBG uses peer comparison as a technique to differentiate performance. In particular, it helps to ensure that the performance ratings provided are fair and accurate reflection of colleagues performance in relation to the rest of the organisation. For example, it helps prevent one colleague from receiving the same performance rating as another when the evidence shows that they have contributed less during the year. As part of regular reviews, line manager will consider staff performance in relation to their peer group. This could be members of team at the same level, or other colleagues performing a similar role at the same level in another part of the organisation. Bettenhausen and Fedor (1997) found that peer comparison was viewed positively when used for development but negatively when used for evaluation. For example, because managers often have to work closely and associated with other managers, their peers, they tend to give positive feedback bec ause they do not wish to disturb the relationship or damage careers. Peers may require making comparisons between individuals, and this may harm the working of team. Clear Simple Actions for Development Improvements Colleagues should constantly look for opportunities to develop themselves. For example, staff can be thinking about how to improve performance in current role or even what they need to do to move into a new or promoted role. If everyone focuses on development at an individual level, this will in turn have a positive impact on the success of organisation. Businesses tends to change and therefore even colleagues who have been in their role for a significant period of time will find that they need to develop in order to meet the objectives set at the beginning of the year. Every colleague should have a Development Plan, which they will discuss with their line manager. This should include: à ¢Ã¢â€š ¬Ã‚ ¢ What staff needs to do to develop them in current role (closing any skills gaps you have). à ¢Ã¢â€š ¬Ã‚ ¢ What behaviours you need to develop. à ¢Ã¢â€š ¬Ã‚ ¢ What aspirations you have for your long-term career and how you will work towards this. Our approach to Performance Management also allows us to identify at an early stage where colleagues may need support/development to help them meet their objectives, for whatever reason. If you are experiencing difficulty in meeting your objectives at any point in the year, you and your line manager will work together to recover your performance via an Action Plan. Action Plans are required for all colleagues who are considered to be underperforming. [Lloyds Banking Group Internal Database] Case Study: This case study is about LBG undergoing change due to acquisition of HBOS and the employee engagement survey indicated that the change was poorly managed by the organisation and the line managers. There was a very low level of employee satisfaction with both the organisation and management behaviour. Customer satisfaction was worse/lowest to such an extent that LBG was top of the customer complaints with 22,242 complaints in first half of 2010 (Jill Insley 2010 Guardian.co.uk). Analysis of questions used in employee survey showed that the crucial elements of satisfaction were: From Employers/Organisation: Employees wanted job security, generalised market pay and decent conditions for working environment. From Team Leader/Managers: Employees wanted to be kept informed about organisation changes, realistic targets, clear direction, notice taken of their views and setting SMART goals. From Team: Employees expected team bonding/socialisation, fairness of system for deciding duties and opportunities to influence decision. The response for many of the items on this satisfaction index can be influenced by changing management behaviour (i.e. upward appraisal approach Jones, 1996 and conducting workshops). The key aspect was to develop management/organisation behaviour which was linked to effectiveness. LBG provided workshops for senior managers on process skills and their application in developing staff, input of ideas for quality improvement, vision building team problem solving. These workshops were then cascaded down to lower managers and then all employees. As a result of these workshops many new processes were put in place (e.g. People Voice Going for Gold), most of them for solving the problems associated with change. The effect of this was then monitored on employee satisfaction through quarterly surveys. The results from survey were compared with high average scores to those which had lower scores for effectiveness. LBG improved communication to ensure colleagues are kept up to date on the integration programme and other projects within organisation. Managers held daily team huddles to provide information on the current changes within organisation, suggestion boxes were placed in each teams for employees to have their say. The feedback from employees/managers implemented change into infrastructure that provided small pods for meetings, group discussions and appraisals within group areas to give managers and staff more privacy. Meeting rooms were designed with new technology for managers to present clients/customers with product information building relationship. Relaxing areas were introduced for staff and managers with facilities like TV, Xbox, reading rooms message chairs for time out from b usy working environment. Executive managers hold quarterly meeting with teams, using the sessions to provide update on organisation, also expectations reflections on teams followed by QA sessions for colleagues to put forward their views on current issues. These sessions provide management team with useful feedback from the business and enables them to take action accordingly as to what colleagues want to make organisation a great place to work. The result of which provided employees to socialise with other teams and learn their processes/ways of working, it also provided teams to have quarterly business lunch to enable better bonding between teams. This change implemented a People voice team which would now collect data from staff members and understand their requirements or any achievements that were made by them. The Intranet published stories about staff members providing excellent customer service and feedbacks from customers to make colleagues feel as one team. Rewards were offered to staff members providing excellent service or the best recommendations made, this helped to manage changes/improve things in working environment. Staff suggestions helped LBG to implement these strategies and help them to boost motivation, efficiency performance and as a result it had the highest level of sigma scores for IFA satisfaction in October 2010.The overall effect was staff innovation, working as one team increased loyalty of staff towards organisation. [Lloyds Banking Group Internal Database] Conclusion The management development programme demands a lot of commitment and desire to participate in learning process. This requires an evaluation of the situation and thus formulating the appropriate strategy or plan for effective development to work in any given organisation. The techniques used for development in the above case study have effectively achieved the strategic goals of the organisations thus proving to be successful. Provision of the facts or the realisation of short comings could not improve the situations in this case; some sort of strategy was required to be implemented to effect all these changes. The timely implementation of these development learning plans implemented across all levels in LBG lead to better customer relations, improved team bonding and achieving target objectives of the organisation.

Confusion in Macbeth Essay -- Macbeth essays

Confusion in Macbeth      Ã‚  Ã‚   The instances words and actions needing clarification in Shakespeare's tragedy Macbeth are numerous. Let us in this essay look at some of the more serious instances lacking clear meaning in the play.    Lily B. Campbell in her volume of criticism, Shakespeare's Tragic Heroes: Slaves of Passion, confesses that critics are at a loss in trying to explain the reference to "Bellona's bridegroom":    Macbeth is, indeed, "Bellona's bridegroom", though critics seem rather at a loss to know just who Bellona's bridegroom may have been. (213)    Blanche Coles states in Shakespeare's Four Giants that there is a common mistake which literary critics of the play make:    Not enough stress has been laid upon Duncan's unaccountably sudden and arbitrary appointment of Malcolm to the royal succession in the very hour of Macbeth's triumph [. . .] . The insult to Macbeth (as it may appear to different minds), cannot be overemphasized. (40)    Coles offers an explanation for this ambiguity in the play:    Perhaps Shakespeare was taking for granted that his audience knew that the historian had said, "Duncan did what in him lay to defraud him [Macbeth] of all manner of titles and claims, which might in time to come pretend to the crown." Malcolm was under age, and this fact made Macbeth first heir to the throne. (40-41)    L.C. Knights in the essay "Macbeth" mentions equivocation, unreality and other possible causes of ambiguity within the play:    The equivocal nature of temptation, the commerce with phantoms consequent upon false choice, the resulting sense of unreality ("nothing is, but what is not"), which has yet such power to "smother" vital function, th... ...e, NH: Richard R. Smith Publisher, Inc., 1957.    Coursen, H. R. Macbeth: a Guide to the Play. Westport, CN: Greenwood Press, 1997.    Fergusson, Francis. "Macbeth as the Imitation of an Action." Shakespeare: The Tragedies. A Collectiion of Critical Essays. Alfred Harbage, ed. Englewwod Cliffs, NJ: Prentice-Hall, Inc., 1964.    Knights, L.C. "Macbeth." Shakespeare: The Tragedies. A Collectiion of Critical Essays. Alfred Harbage, ed. Englewwod Cliffs, NJ: Prentice-Hall, Inc., 1964.    Mack, Maynard. Everybody's Shakespeare: Reflections Chiefly on the Tragedies. Lincoln, NB: University of Nebraska Press, 1993.    Shakespeare, William. The Tragedy of Macbeth. http://chemicool.com/Shakespeare/macbeth/full.html, no lin.    Wilson, H. S. On the Design of Shakespearean Tragedy. Toronto, Canada: University of Toronto Press, 1957.