Top Persuasive Essay Topics

Top Persuasive Essay TopicsTop persuasive essay topics can be challenging to choose from. There are some themes that appear more frequently than others. By knowing what topics people want to know about, you can select the ones that will give you the most bang for your buck.One of the best persuasive essay topics is the success story. This topic provides an important framework to reflect upon and think through. The topic is flexible enough to include a variety of possible perspectives.The whole idea of an issue raises up, gets debated and analyzed. While many people use this as a tool to motivate, it is also used to question a person's position. If the issue is relevant to the key issue, then this may be an appropriate topic.Another popular topic is the lack of relevance of the content management system. The content management system has emerged as a dominant platform for internet marketers. It is the one that gives you the tools to manage an abundance of content for your website and online business.If your business focuses on using the content management system, then why not write about how relevant it has become? That topic is likely to help you build a reputation for your business as someone who is committed to managing a large amount of content.The list of persuasive essay topics can continue to grow. By considering the key issues that will play a role in your chosen business, you will be well equipped to achieve your own desired goals.One way to avoid getting lost in the list of persuasive essay topics is to get a list of them. A list will provide you with the opportunity to choose from among the most popular ideas and see how they apply to your situation.

Values- Allport-Vernon free essay sample

Critically evaluate â€Å"Allport-Vernon† classification of values. How values  affectthe business processes. Values represent basic convictions that â€Å"a specific mode of  conduct or end-state of  existence is personally or socially preferable to  an opposite or converse mode of conduct orend-state of existence† (Rokeach, 1973). When the values  are ranked in terms of  theirintensity, i. e. , when the value are prioritized in terms of their intensity, it is called valuesystem. Types of values include ethical/moral values, doctrinal/ideological (political,religious) values, social values, and aesthetic values. Values have both content and intensity  attributes. The content attribute signifies that amode of conduct or end-state of existence is  important. The intensity attribute specifieshow important it is. Ranking an individual’s values in terms of their intensity equals thatperson’s value system. Values build the foundation for the understanding of attitudes and motivation of anindividual, since; value has a  great impact on perceptions. Values shape relationships,behaviors, and choices. We will write a custom essay sample on Values- Allport-Vernon or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The more positive our values, more positive  are people’s actions. Asignificant portion of the values an individual holds is established in the early years—fromparents, teachers, friends, and others. Allport-Vernon classification of values: 1. Theoretical: Interest in the discovery of truth through reasoning and  systematicthinking. 2. Economic: Interest in usefulness and practicality, including the  accumulation of wealth. 3. Aesthetic: Interest in beauty, form and  artistic harmony. 4. Social: Interest in people and human  relationships. 5. Political: Interest in gaining power and influencing other people. 6. Religious: Interest in unity and understanding the cosmos as  a whole. Work behavior across cultures and  businesses In every culture, there are different sets  of attitudes and values which affect  behavior. Similarly, every individual has a set of attitudes and beliefs – filters through which he/sheviews management situations within organizational context. Managerial  beliefs, attitudesand values can affect organizations positively  or negatively. Managers portray trust andrespect in their employees in different  ways in different cultures. This is a  function of theirown cultural backgrounds. For example, managers from  specific culturestend to focusonly on the behavior that takes place at work, in contrast to managers from diffused  cultures who focus on wider range of behavior  including employees’ private and

Estimate the importance of Federalism in fourth century Greece Essays

Estimate the importance of Federalism in fourth century Greece Essays Estimate the importance of Federalism in fourth century Greece Essay Estimate the importance of Federalism in fourth century Greece Essay Essay Topic: History The Peloponnesian War According to the Encyclopaedia Britannica1 federalism is a mode of political organisation that unites independent states within a larger political framework while still allowing each state to maintain its own political integrity. While the distribution of power between states and the federal authority will vary from system to system, all federal systems preserve the ability of state governments to decide matters of local importance without interference from the federal superstructure. Federalism is a way of achieving unity without force. After Athens was defeated by Sparta in 404BC, Sparta and its allies gathered together to decide the fate of Athens. Corinth and Thebes urged for the complete destruction of the city and for all Athenians to be sold into slavery. Athens enemies wanted to make sure that Athens did not return as a major power in Greece. However, Sparta decided that because of Athens past service to Greece and the Greek city states in the Persian Wars, to be lenient and ordered that the Athenian city walls and walls protecting the Piraeus were to be destroyed and for Athens to lose all its foreign possessions2. They also ordered that the Athenian navy was to be reduced to just twelve triremes and Athens had to become an ally to Sparta and pledge to follow Spartan leadership. From all of this two new concepts were to arise in fourth century Greece. Firstly, the concept of a common peace was to arise, which was the peace between all Greek States and secondly the concept of federalism, which was the formati on of various leagues and alliances for mutual protection. After the surrender of Athens, Sparta became the undisputed major power among the Greek city states. Stripped of her empire and navy, Athens looked to the establishment of leagues to ensure its survival and hopes of becoming a major power again, as well as to ensure the common peace. But it wasnt going to be easy for Athens because it had become a city under the political control of its more powerful neighbour Sparta and a period of Spartan Hegemony was to follow. According to Thomas. R. Martin, Ancient Greece, in Athens the Spartan general, Lysander, who defeated the city, pulled down the democratic government and established an oligarchy, this caused many members of the democratic factions to flee the city and raise armies in Corinth and Thebes. In the period of Spartan Hegemony we see Sparta trying to establish an empire of her own. Shortly after the defeat of Athens, Sparta entered into an alliance with Cyrus, who claimed the Persian throne against his brother, Artaxerxes the second, who had also claimed the throne. Under the leadership of Sparta, Cyrus managed to make it all the way to the centre of Mesopotamia and the capital itself. But Cyrus was killed leaving the Spartans trapped in hostile territory with no means of escape; her only escape route was to make defensive alliances with the Greek city states of Asia Minor which it did3. In these defensive alliances we see Sparta trying to ensure the common peace and we also to a small extent see the unification of some of the Greek states. Even though the alliances were defensive and for Spartas benefit, a hint of federalism does exist here. The period of Spartan Hegemony was followed by the Corinthian War from 395 to 386BC. Federalism is seen here in the alliance of Corinth, Argos, Thebes and Athens against Sparta. Angered by Spartas tyrannical overlordship in Greece after the Peloponnesian war and the defeat of Athens, several Greek states took advantage of Spartas involvement in the war with Persia to challenge Spartan supremacy4. With Persian aid from Artaxerxes the second, Athens was able to build a fleet, refortify her port, and eventually recover the islands of Lemnos, Scyros and Imbros. Unable to fight a war on all fronts, Sparta soon withdrew her forces from Asia Minor and Sparta began negotiations with Persia to bring about peace and to halt the Persian support of the rebellious Greek city states. Sparta with the help of a Spartan agent in Persia, Antalcidas, persuaded Artaxerxes to agree to the so called Kings Peace, or Peace of Antalcidas, but the terms were those of the Persian King and not that of Spartas5. Persia proposed that Cyprus and the Greek city states in Asia Minor were to be returned to Persia, while the Athenians were forced to give up their conquests except Lemnos, Imbros and Scryos. The Persians also proposed that the Greek city states except those in Asia Minor were to be independent thus eliminating combinations such as the Theban dominated Boeotian league, which had also fought against Sparta. Sparta accepted the terms of the treaty but interpreted its terms of peace as an excuse to justify interference in the Greek city states. Sparta could use the terms of the treaty as an excuse to dismantle enemies whose organisation could be seen as a violation of peace in Greece6. The Kings peace also gave Sparta space to expand its actions and in 383BC Sparta attacked Olynthus. However, on passing by Thebes the Spartan army was invited into the city by a group of pro-Spartan citizens. The Spartan commander, Phoebidas took advantage of the situation and proceeded to seize the citadel of Thebes. This action was to create a violent hatred to Sparta in the Greek world. In turn the Athenians were to ally themselves with the Thebans and the establishment of the Athenian Naval Confederacy in 378BC occurs7. Like Athens alliance during the Corinthian war this was also an act of federalism. The establishment of the Athenian naval confederacy may have been due to the fear of Spartan revenge after the Athenian support for Thebes and the part it played in the liberation of Thebes citadel, but it is probably more likely that Athens simply used the anti-Spartan attitude in the hope to gain a foothold on which to restore her once formidable empire. With the establishment of the Athenian naval confederacy Athens was careful to guarantee that the alliance would not turn into a second Delian league that was completely dominated by Athens. In the naval confederacy combined military actions of Athens and its allies could only be approved by the Athenian peoples court after the majority of a federal diet, of which Athens was no member, was in favour. Another difference between the Delian league and the new Athenian naval confederacy was that Athens did not have permission to establish cleruchies, or loose soldiers on the territory of its allies. Athens could also not demand tributes, the necessary contributions were completely voluntary. These measures made the Athenian naval confederacy from the beginning not suited as an instrument for new Athenian imperialism8. For many of the Greek states there was no rush to join the Athenian naval confederacy, only when the confederacy showed its effectiveness by defeating Sparta at sea during the battle of Naxos in 376BC did the alliance quickly gain members9. At first most cities were happy with their membership of the confederacy, but soon Athens showed its real intentions. Athens also broke one of her promises by installing a garrison on the island of Cephalleia. The justification of the alliance, at first a democratic freedom fight against Sparta the oppressor, seemed to have lost its justification. Thebes also had become power hungry and it reclaimed its leadership over Boetia by reviving the Boetian league10. Thebes ambitions did not stop there and a war followed ending in 371BC with a Spartan defeat at Leuctra. Up until then the Spartan army was seen as almost invincible. The Theban victory was due to the tactical genius of Epaminodas. He realised that the problem or weakness of the Spartan phalanx was that it had always tended to curl to the right, as the hoplites instinctively moved to the right to gain more protection from the shield of the hoplite beside them. So Epaminodas introduced the sloping phalanx11 which was deeper at the left wing. The result was a classic encirclement of the enemy once the stronger left wing had defeated the weaker right wing of the enemy. After the battle of Leuctra a period of Theban Hegemony was to come. It is also important to note that the Athenian naval confederacy was still intact after the Spartan defeat. One of the Theban Hegemonys most permanent legacies according to V. Ehrenberg, The Greek State, was the export of the federal principle and that the establishment of the Arcadian league is concrete evidence of the way Thebes in her expansion in the Aegean, capitalized on Athenian unpopularity by stealing Athens allies and institutions12. Although Theban Hegemony was to follow, Athens still made a bid for diplomatic leadership to fill the vacuum left by Spartas fall. It was not so much an attempt to incorporate Spartas allies into the naval confederacy by Athens but to inherit the hegemony of the Peloponnese, which Thebes already had. Thebes found it convenient, as we see in the establishment of the Arcadian league, to encourage federalism13. The Thebans encouraged the federation of Arcadia in the hope that the Arcadian league would form a suitable diplomatic and strategic implement. In spite of Spartan wishes, in the latter Thebes was successful, although the league did prove to be r ather too independent in spirit for Thebes liking. As federalism was a way of achieving unity without force Thebes saw herself as the leader of a united Hellas, as most probably Sparta and Athens did. The establishment of Theban military supremacy was a source of fear to both Athens and Sparta, and so it seemed the logical move for the two states to combine in their opposition to Thebes14. By 369BC the Athenians and Spartans were in the field as allies, not dividing up their respective spheres by land and sea but each holding supreme command in turn. However, Spartas last hope to restore its power ended with the great battle of Mantinea in 362BC. Thebes had once again managed to defeat the Spartan phalanx, but this time it had cost them the death of their most influential leader, Epaminodas15. It seems evident that none of the three great states could gain leadership again let alone leadership of a united Hellas, Sparta was completely broken and defeated, Athens had problems and discontent within her confederacy and Thebes was in general hated and had lost her most influential leader. According to Sir Franck Adcock and D.J. Mosley, Diplomacy in Ancient Greece, what also became clear was that the principal collection of independent cities had to be replaced by other forms of government. It seemed that the history of Greece was to repeat itself, everyone attacking each other in a bid to become the most powerful city. The result was that several times confederations were formed by cities who felt threatened, as we have seen to a certain extent. In the early 350s BC Thebes was completely losing her power and an argument with her neighbouring city, Phocis, resulted in a Sacred War, in which Thebes was hit hard. Phocis seized the Delphi temple treasures, hired mercenaries and fought for its existence. The war was only ended by the intervention of Philip of Macedon in 346 BC16. Soon the disintegration of the Boetian league increased and Theban Hegemony was completely over. The Athenians also gave over their league and Greece had once again become a nation of independent non-allied states. In less than two decades, those city states would disappear forever as political units, to be replaced by a kingdom under Macedonian rule and Philip II. Philips establishment of the Corinthian League was to be the building of the bridge that led to the federal state17. We can conclude that fourth century Greece is a period littered with alliances. There is a great deal of federalism in the fourth century BC and its importance is that it is a kind of alternative to an extent to imperialism, it is a way of achieving peace without force. Leagues and alliances were all attempts to ensure a common peace with one of a possible three candidates wanting to be at the helm of it all to an extent. But neither Sparta, Thebes or Athens was to lead Greece as a federal state and achieve unity as Macedon and Rome later did. The leagues were an offensive as well as a defensive alliance, as seen in the Athenian naval confederacy. In answer to the question I believe that federalism did play an important role in the fourth century and it paved a way for a common peace under Macedonian rule with Philip and later with Alexander the Great, who expressed unity at its highest level by incorporating Persians in administrative roles in his vast empire which stretched from Gr eece to India.

Helicopter vs Planes Essay Example | Topics and Well Written Essays - 250 words

Helicopter vs Planes - Essay Example Research indicates that a person on the helicopter has high chances of making it safely to the ground than one on an airplane. Survival on a helicopter is possible because of autorotation of the rotor blade. The rotor blades of a helicopter go on rotating when engine fails. Helicopter pilots are well aware of this phenomenon because they practice a lot during training. They are thought to switch off the engine and land a helicopter (Hiskey, 2012). A significant number of accidents happen as a result of human error. If one travels using a helicopter on bad weather or flying onto wires he or she is likely to cause accident. Someone might argue that planes are much safer because it always fly at high altitude than a helicopter making it much safer. However, as mentioned above, accidents only happen due to pilot error. An airplane could be more dangerous than helicopter in case engines fails. It will fall at high speed than a helicopter; helicopter utilizes autorotation as mentioned earlier (Hiskey, 2012). In conclusion, it is much safer to travel on a helicopter than an airplane. It is easy to control helicopter when engine fails. Hiskey, D. (2012). Helicopters Won’t Just Drop Like a Rock if the Engine Dies, They are Actually Designed to Be Able to Land Safely This Way. Retrieved from

International Business Management Term Paper Example | Topics and Well Written Essays - 1500 words

International Business Management - Term Paper Example us assesses the changes observed in the relationship of India and Australia for the past 10 years, projecting the future of such relationship for the upcoming few years until 2024. As per the study findings, it is worth mentioning that communication gaps, giving rise to misunderstanding amid the two nations concerning their global objectives, acted as the major hindrance to their stagnant business relationship. However, from a futuristic perspective it was observed that such hindrances are steadily becoming obscure and contributing towards a much better relationship amid the two nations. The existing business relationship between Australia and India has ignited many benefits in building a communication with different cultures. To be mentioned in this context, the commonness in the strategic goals of the countries acted as a major boost to their enriched business relationship in the recent years (Brewster 2014). However, there are certain issues as well, those are inherent to the foreign trade dynamics of both these countries, having a toll on their developments. One of those issues can be identified as related with the often reported unrest in Australian geographic climate, when concerning the expatriates from India (Grare 2014). Nevertheless, through bilateral trade agreements and other forms of trade relations, these countries have witnessed massive changes in the recent decade, which will be discussed in the paper henceforth. Communication between the two countries has given rise to certain issues related to their business relationships. To be noted in this context, since the past 10 years, India and Australia were observed to having divergent goals defined for their strategic development. Partially owing to these strategic trajectories, both the nations were somewhat reluctant to enhance their trade relations, which indicate towards the communication gap existing amid the duo (Rao 2003). It was, but only in the year 2014, that the current Prime Ministers of

Managing Change A Case Study of Corus Strip Products UK

Managing Change A Case Study of Corus Strip Products UK Using suitable and significant models, theories and concepts, this report examines how the company Corus implemented a current change initiative at its sub-division (Corus Strip Products UK) in a reaction to the obvious threat of increased competition from new entrants in the steel industry. By considering the case study, this assignment uses the Gradualist Paradigm of change to discuss how barriers to change at CSP UK were overcome and how the measurement of outcomes of change influenced organisational transformation. This will be employed to confirm and critique any suggestion made to its executive relating to the sustainability of the business. INTRODUCTION Corus Strip Products UK (CSP UK) is a leading producer of strip steel valuable in various manufacturing and construction sectors. It aims to be a leader in steel industry, by providing better products, higher quality services, and better value for money than its rivals. It needs constant development of entire working environment and culture in order to meet its ambition for growth. In 2010, it published a case study (The Times 100 Business Case Study: Corus) that explains how barriers to change were overcome in its sub-division. CSP UK initiated the Journey program in 2005. The company sought to tackle an extensive variety of issues but was specific in its tasks and framework which centred on the values and beliefs of its people. Fundamentally, this needed a combined effort from stakeholders (employees, contractors, suppliers and other associates) uniting on a set of guiding principles (8) that will define the core of the business namely honesty, professionalism, integrity, respect, improvement, excellence, fairness and transparency. The objective of this assignment is to form the concepts of the methods of change and learning of key stakeholders in the case study, using appropriate and relevant models. The results will be used to justify and critique recommendations to the management for future initiatives to sustain development at Corus. MAIN CONTENT Drivers (reasons) for change Due to the dynamic and disordered nature of steel markets, change was unavoidable at CSP UK in other to retain its competitive advantages. Inefficiencies within the business at CSP UK led to delays and wastage in production. Exports of products from the UK were more expensive compared to other countries, reducing its competitive advantage. CSP UK had dedicated workforce but there was a lack of motivation by work situations and signs of poor health and safety culture. External drivers for change centred upon increase competition from new entrants in the steel industry especially from Eastern Europe and Far East. This had a negative effect on demand leading to higher cost of its products, reducing its attractiveness to potential customers. Also advances in technology resulted in customers wanting better products, leading Corus to focus on innovation. CSP UK had a poor public opinion regarding environmental issues and this contributed to changes within the firm informing its business strategy, policies and procedures of the future. Types of change In order to understand change processes at CSP UK over time, it is vital to look at how the organisation understood the change cycle (Tushman, 1970) and how environmental factors affected its strategic vision. Since the 1970s, there has been a gradual decline of old products with the emergence of new products needed to increase future prospects. The Journey program showed both incremental and transformational changes over its period of implementation. It built on high skill set of its stakeholders and focused on how to improve work systems adaptable to the demands of new markets. Its framework for cultural transformation was at an organisational level, focusing on developing new and dynamic set of values that is different from earlier times (Burnes 2009, in Hayes). Previous drives for change from the Corus case report, showed signs of programmatic or planned change occurring. Looking at Total Quality Management (TQMs) initiative as well as prior programs, there was a focus on work reprogramming which included rationalizing of costs leading to a downsized labour force (~ 13% of total costs). However, CSP UK is an organisation of highly skilled and dedicated people and for future prosperity, there has to be a greater focus on how systemic (e.g. job enhancement, people empowerment and team building) and organisation development (including training, education and indoctrination of cultural values) can effect growth and improvement of business. Barriers to Change The 1970s were characterised by job reductions, redundancies, and a shortage of apprenticeships leading to doubt in workforce regarding new initiatives (refraining forces). Furthermore, certain members of staff at CSP UK gradually became unconcerned to business initiatives as they and the business had survived earlier testing times. The fear of the unfamiliar led to anxiety about existing teams and positions; hence the management at CSP UK sought to clarify the collective interest of all. Corus is a reputable firm in a conventional industry showing rigidity in certain aspects of its business. It had difficulty in modifying certain business practices to take advantage of advances in technology. This is damaging to its growth prospect and weakens its drive for innovation that adds value to its products and services. Additionally, the personnel at CSP UK showed signs of ageing, which demonstrated a slow pace to change. The pace of change has to be right, not too slow but not too fast as this can lead to a mis-alignment with the environment (Johnson Scholes 1991 in Hayes 2007). Transfer of skills amongst staff was limited and affected the ability of the firm to attract the brightest, youngest individuals available, important for future development. Company policy of rewarding long service rather than distinguished service reinforced the companys lack of dynamism, and its need to adapt business models to reward productivity and not longevity. CSP UK must focus on incentives that recognise suitable professional behaviours both natural and acquired. Methods of Overcoming Barriers CSP UK understood the importance of involving all stakeholders and effectively communicating the process of change. It defined its present performance standard (As Is) and future goals (To Be), stressing the importance of managing transitional periods and sustaining and revising its outlook. High impact techniques were used to demonstrate the state of the business highlighting where improvements could be made. In one instance, 150 senior managers were invited to Millennium Stadium Cardiff only to be met with shoddy service like servings of cold tea and the use of a broken slide projector. In addition, videos of poor standards were shown to managers, as well as the consultations with local school children which highlighted poor public opinion regarding the vision and practices of the business (e.g. environmental issues). Alarmingly, there was no dissent from the invitees, demonstrating a difference between industry standards and expectations of employees, representing a huge barrier t o reforming the firm. To tackle this, stakeholders at Corus had to be made aware of their right to challenge. Individual ownership of change was fit into the work setting and personal responsibility for change was encouraged. To this day, over 5000 employees have signed up to the beliefs and principles of the firm. Approaches to Managing and Leading the Change Process The Gradualist Paradigm The gradualist paradigm of change states that, basic change occurs through a process of continuous adjustment as change is emergent, i.e., there is no deliberate organisation for change (Weick Quinn, 1999). Therefore, for successful implementation of change, management and communication of change is vital. Leaders at CSP UK focused on its future prospects, its vision for change and how its culture identity can build emotional links within its workforce; while its management team focused on the present and set out a combined (economical organisational development) strategy for company transformation (Beer 2001 in Hayes 2009, chapter 14). Nahavandi, 2000 (in Burnes) Kotter, 1990 (in Hayes) stressed the importance of change managers developing suitable capacity and logistic to implement change. Managers at CSP UK set out clear targets (top-down directives), established steps to be taken and allocated resources as needed, with the aim of improving economic value of its products. Credit must be given to its managerial style which showed flexibility between transformational (innovative and adaptive culture) and transactional models recognising and rewarding success. A note must be made of the inter-changing roles of leaders and managers at CSP UK which were not mutually exclusive, but where sometimes combined in times of change for greater efficiency (Bolden, 2004 in Hayes). Organisational development strategies at CSP UK focused on enhancing the abilities of its stakeholders by involving and supporting individuals in their roles. It passed on its organisational vision clearly and focused on creating an enabling environment that increases productivity. It promoted a culture of involvement and shared purpose, focusing on the individual as champions of change. To achieve this, it used a range of communication channels including written and verbal interactions such as newsletters, workshops, intranet messages, heart-to-heart conversations, etc. The management team at CSP UK expected certain hindrances like the lack of trust in managers and resistance to change (restraining forces) and was well equipped to meet these challenges. Change in itself can be a violent process, especially in terms of restructuring, recruitment and redundancy, so mediating and actively listening to the fears and desires of its stakeholders is crucial. Beer (2001, in Hayes) stresses the importance of upward communication and underlines the need for information distribution and individuals buying-into the need for reform. At the moment, there is collective support from individuals, teams and departments to improve its culture. In effect, the Journey sought out to manage a psychological contract based on core values that shape outcomes relating to job output. Measuring the Outcomes of Change The Journey program contributed hugely to the viability of business at Corus Strip Product, UK. Its production volume has increased by 4.5% to a run-rate of 5 million tonnes. Absenteeism is at an all time low and there has also been an improvement of goods and service to its customers. There are stricter targets for Health and Safety; with safety teams tasked with maintaining an accident-free environment. These have all contributed to the establishment of a robust business especially in the backdrop of harsh economic realities in 2008 and 2009. Crucial business forecast for 2009/2010 predicts cost reduction of approximately  £250 million. In order for an effective transitional period at CSP UK, it developed integrated feedback mechanisms that made the review process easy, and its adaptability to meet new deadlines. Midway indicators were set to integrate the workforce into achieving stated objectives. There has also been a massive number of quick wins, which has contributed to a greater yield and continues to improve the cost-effectiveness of the business. RECOMMENDATIONS This report has raised the issue of an organisational-wide business process re-engineering (BPR) at Corus as reinforced by gains showed at its sub-division (CSP UK) from implemented reforms. The plant is on target to attain a 20% reduction in cost of production of steel. Using CSP UK as a model, organisational structures can be redesigned world-wide that are more flexible and less hierarchical to accomplish faster and more adaptable responses to changing markets. For sustainable growth, Antonacopoulou Gabriel (2001); Argyris (1991) argued for the need for new learning to occur during the change process to allow for a gradual transformation of Corus from an organisation learning (OL) to being a learning organisation (LO). To be ahead of rivals in the sector, Corus has to continually invest in new systems especially apprenticeships to renew its workforce and to create a forward-thinking environment. Strebels cycle of competitive behaviour (in Hayes 2007) illustrates the importance of Corus having the adequate structures that it uses to predict technological, political (e.g. new laws) and economic changes in the steel industry. In the 1970s competition was fierce with rivals reacting to add value to their products to maintain market relevance. This led to an oversupply of products (breaking point) with insufficient demand and a consequent downturn leading to job losses. CSP UK acted rightly to formulate efficiency strategies resulting in Total Quantity Management initiative (TQMs) to improve competitiveness and productivity. Total labour cost is low (~13% of total cost) in contrast to energy and raw materials, e.g. assembly line cost at 40-50% of total cost, indicating excesses to expenditure here. Therefore, there is an opportunity to thoroughly review work efficiency (especially energy and raw materials) and reassign sufficient resources to improve innovation, staff management training, development, shared values and time and apprenticeship (transfer of learning). This comprehensive approach to organisational development is reflected in the thinking of the management. we cannot solve our problems by spending; we cannot solve our problems by cutting back. The only way to meet our challenges is to change how we go about things. (quote from Managing Director of CSP UK). The poor perception amongst the public on how CSP UK handles environmental issues has to be addressed without delay. Records show that carbon dioxide emissions have fallen by 10% and its standards now exceeds government criteria for carbon emissions. A public relations initiative using a variety of channels (including internet, bill boards, television and radio, telephone messaging, etc) is needed to show the significant improvement in the companys impact on the community. There is some evidence of failure in previous programs even though the firm supported the concept of modernization. Due to the punctuated nature of change, measures have to both be incremental and transformational in nature to be effective. The Journey program gave a clear picture of the need for coordinated organisational changes within its structure, learning and culture (Burnes, B. 2009). Evidence of this is found in the way it worked in partnership to re-define its eight (8) core value that now steers everything CSP UK does and what its culture stands for. Corus Strip Products UK achieved this by winning the support of all employees as champions of change and supported a culture of frank engagement, avoiding the us and them mentality. This in turn challenged barriers of change and delivered a workable strategy that built a sustainable business for future generations. This culture must constantly be revived, reviewed and guarded carefully for future growth and development at Corus. CONCLUSIONS Due to the case-based evaluation of this report, there are limitations to the assumptions that can be made. However, it was evident that there was the need for organisational change to retain sustainability at Corus Strip Products UK. The Journey helped CSP UK weather the storm despite the economic downturn, with the company now benefiting from the gains of the program. This has enabled the business to construct a feasible business model that focuses on organisational transformation and establishes its growth and profitability margins; to maintain its ability to attract investment and capital from governments, big businesses, and individuals.

Music - The Hip-hop Movement Essay examples -- Exploratory Essays Rese

Music - The Hip-hop Movement Hip-hop has become a new cultural phenomenon in North America and has become quite popular all over the world. Hip-hop began in the 1970's in New York City where it has its origins in the African-American community. However, because of music videos, Hip-hop culture has become accessible to everyone in society and has merged into mainstream pop culture. Hip-hop culture may not have been as popular if it was not for the accessibility of this new media. The Hip-hop movement began in the 1970's in the Southern Bronx of New York City. There are endless controversies surrounding the beginning of hip-hop, as no one is really quite sure what was the defining point. However, what is evident from every critique on this movement is that hip-hop began as a reaction to the economic and social situation in New York City. Jeff Chan, the senior editor and director of a hip-hop culture website, believes that the first incidence of this new social movement occurred during the summer fires in July, 1975 when "40 fires were set in a three-hour period" ("Born"). He further notes "slumlords were employing young thugs to systematically burn the devalued buildings to chase out the poor tenants and collect millions in insurance. Hip-hop, it could be said, was born in fire" ("Born"). As people in the Bronx began to respond to the situation they found themselves in, other signs of cultural change emerged. For example, in 1972, the residents of the Bronx st arted to post graffiti on walls or other surfaces where the public would view them. They were defying public standards and "tagging" private buildings as a way of taking ownership of their own environment, if not literally, at least figuratively (Tate). A few years la... ... Rivers Press, 1998. Ogg, Alex, et al. The Hip-hop Years: A History of Rap. Trans-Atlantic Publications. Amazon.com. 4 Mar. 2001. pp. 5. 10 Mar. 2001. http://www.amazon.com/exec/ obidos/ASIN/0752217801/ref%3Dase%5Fbboyscomhiphopcu/107-7732669- 9666131. "Soul Train Awards Roll Into 15 Years - Black Musicians Honored in Saturday Telecast." Toronto Star 2 Mar. 2001. 4 Mar. 2001 http://www.thestar.com/apps /AppLogic+FTContentServer?pagename=thestar/Layout/Article_Type1&c=Article &cid=983550557972&call_page=968867505297&call_pageid=968867505297&ca ll_pagepath=Entertainment,Life/Fashion. Tate, Greg. "Hip-hop." Britannica Online. 16 Feb. 2001 http://www.britannica.com/bco m/eb/article/5/0,5716,128675+1+117537,00.html?query+hip%20hop%20dancing The Mind Squad. "Who is Killing the Spirits of Hip-hop?" The Source