Rehetorical Analysis in The Necklace Essay Example for Free

Rehetorical Analysis in The Necklace Essay Guy de Maupassant’s story ‘the necklace’ is an interesting story. The narrative starts with a description of Madame Mathilde Loisel. De Maupassant depicts Mathilde as a ‘pretty and charming’ person. However, she desired a life of leisure, a lifestyle where she would have many servants and a large house yet her life was modest. The twists and the astounding end enable the reader to better understand the earlier hypothesis of the story. The proposition tries to depict how ‘strange and changeful’ life could be. The writer has incorporated a rounded quality, an excellent plot, unrivaled social observations and comprehensive information makes the story more captivating. De Maupassant uses character, symbolism, and irony to show that greed can end in tragedy. While introducing the story, Maupassant presents minimal information regarding the most significant characters, an aspect which enhances the plot of the story. Character In reference to character, Mathilde Loisel’s gluttony makes her assume that objects can transform her life. She desires what she does not have yet other people have. The character of desire coupled with the perception that objects can change life lead Mathilde to her downfall when she borrows the necklace and misplaces it. Consequently, Mathilde’s perception of wealth is that the rich are comfortable and idle. She only laments as evidenced by her saying ‘it annoys me not to have a jewel. ’ Mathilde further states that she would ‘look like distress’ if she went to the party without a jewel. As such, her state of affairs and such weakness becomes her source of most of her troubles. At the party, Mathilde fulfills her dream of appearing wealthy and beautiful. However, after the party reality downs on her and she is reduced to coping with hard life in a bid to replace the necklace. The difficulties that she goes through make her lose her dream of elegance. With regard to the fore mentioned, the disparity between Mrs Loisel’s ambition and actuality cause her economic and emotional difficulty and at last she changes courtesy of her mistakes. De Maupassant therefore tries to show how the aspects of aspiration, pride and dishonesty can alter the fortune of a person forever. Irony  With regard to irony, Maupassant makes a surprising ending of the story by the fact that Loisels spent many years paying for what was otherwise a worthless necklace. She was now with frowsy hair, red hands and skirts askew. ’ Further irony is that her only valued asset which is her beauty disappears as a consequence of her labor in a bid to replace the necklace. On the onset she had borrowed the necklace in order to enhance her beauty yet she ends up losing her beauty as well. Subsequently, the greatest irony is seen when the grueling life that she finds herself after the loss of the necklace. Such state of affairs makes her earlier life appear luxurious. The fact that she borrows Madame Forestier’s necklace in order to appear wealthier than she actually is only to end up losing even the little she has. She became ‘a woman of impoverished households’. The fore mentioned is apparent in the reality that Mathilde ends up paying with money and her looks for a worthless necklace. The end reveals that actually the ten years of suffering could have been evaded had Mathilde been sincere with Madame Forestier. From the story the mistake was really not the loss of the necklace but rather the dishonesty act of Mathilde. Symbolism Symbolism on the other hand is evidenced by ‘the necklace. ’ The item depicted as attractive but worthless. The reality dawns on Mathilde when at the end she learns that the ‘necklace was paste. ’ The necklace therefore represents how influential perception can be. The piece brings out the difference between reality and appearance. Mathilde borrows the necklace in order to appear wealthier than she in fact is. The reason is because she is envious of Madame Forestier and believes that the later is wealthy. The Madame does not inform Mathilde from the onset that the necklace is not genuine. That can be construed to mean that the Madame also wanted Mathilde to perceive her as well off that she really is. Mathilde’s rich perception of Forestier makes her not to suspect the legitimacy of the necklace. Further, since Mathilde expects that the necklace is made of diamonds; diamonds in this pretext symbolize wealth. The perceived genuine diamonds enable Mathilde to communicate a wealthy appearance to her peers. She therefore considers herself rich albeit for a short time. Conclusion Mathilde may not have deserved the life that she got but her lack of ethical determination is the source of her emotional problems. The turnaround meaning technique employed by Maupassant at the end of the story makes it more fascinating. The fallacy of appearances as depicted by the writer on the illusory lifestyle of Mathilde and the deceiving nature of the necklace clearly bring out the plot of the story which basically is the split between myth and authenticity. Lastly, De Maupassant creates the character of Mathilde to suit the common saying that money is the route of all evil. In the end the writer does not take a strong opinion of the on the fate of the characters he however provides the information. The reader is then left to judge the characters and to interpret and judge. For instance, depending on the understanding of reader one may make a decision whether Mathilde is a casualty of bad luck or a victim of misjudged self observation of the public where success or otherwise stem from acknowledgment of wealth.

Using Technology for Sustainable Strategic Advantage

Using Technology for Sustainable Strategic Advantage Author: Stephen Walsh For the purpose of this paper a review of current technology has been carried out in response to the question of technology providing little or no sustainable strategic advantage. In the last twenty years or so the digital revolution has transformed the way business carries out commerce in the developing world, whether on the ground or online, commerce has increased dramatically and technology has unquestionably facilitated that growth. Over ten years ago in 2003 author Nicholas Carr published a widely discussed article in the Harvard Business Review titled (Carr, 2003) IT doesnt matter. In the article Nicholas argued that the opportunities for gaining IT based advantages were receding. Best practices were built into software or otherwise replicated and as for IT encouraged industry transformations most of the ones that were going to happen had already happened or were in the process of happening. Carr argued that IT is like other infrastructure technologies that lost their competiti ve potential once they became accessible and affordable to all. Has technology enabled business decision makers to gain strategic advantage over competitors in light of the developments in technology of the last number of years. The following paragraphs will look at recent trends in technology and whether these trends can provide a sustainable strategic advantage going forward to decision makers. The attainment of strategic sustainable advantage from technology is immensely important to small and medium sized business and large organisations, in 2017 there is a myriad of ways in utilising technology and in particular information systems technology to improve business operations. Organisations can employ information systems to fundamentally shift the cost of doing business (Booth, 2011) or reduce the costs of business processes and or lower the costs of customers or suppliers, i.e. using online business to consumer business to business models and e-procurement systems to reduce operating costs. An example of a business to business model is an Irish start up by the name of Bullet HQ which is aiming to disrupt the accountancy marketplace with its online accounting and payroll software targeted at small and medium enterprises in Ireland. Eighty percent of companies in Ireland are SMEs with four staff or less and this software is tailored to business owners for the purpose of doi ng their books, payroll and all tax returns thus enabling them the time to run other business practices related to their operation and replaces the expense of hiring an accountant. This platform used by Bullet HQ is employing cloud technology which has become a great shift in the way business organisations manage their IT operations. The arrival of Software as a Service (SaaS) applications allow business organisations to run a virtual business in which business functions are outsourced to cloud services. (SaaS) applications have emerged as one of the advanced technologies utilising cloud computing and has great potential for the strategic management of IT technology in dynamic business environments. As the global economy has crept back from recession it has become paramount to organisations to reduce risks and assure safe returns for their investments. Most companies are now trying to find ways of reducing their operation and productions costs and reducing IT costs are part of it. Companies have started to find solutions to operate their information systems on a pay-as-you-go basis instead of investing huge amounts of funding in IT infrastructure and this has b ecome possible with the recent developments in cloud computing. With software-as-a-service models companies only need to pay for what is used and can adjust service agreements as IT requirements increase or fall over time. (Gartner, 2012) Has stated worldwide software-as-a-service revenue was forecast to reach 14.5 billion dollars in 2012. (SaaS) distribution will experience healthy growth through 2017, when worldwide revenue is projected to reach 40 billion dollars. Traditionally implementing business information systems is a major undertaking for business in that it can cost a significant amount of money for organisations small or large. Organisations need to hire IT consultants and IT professionals to deploy solutions with their current systems and data needs. The requirements for the timeframe, budget and human resource for the implementation of these business solutions pose a significant risk for organisations. The on demand model of software-as-a-service removes the typical re quirements related to traditional software delivery models. (SaaS) applications can be accessed anytime from any personal computer or device with an internet connection. Strategic benefits such as high adoption rates, lower initial costs, updates and provider managed upgrades, and seamless integration with existing Enterprise Resource Planning (ERP) systems makes software-as-a-service as a major differentiator in the IT services management market. A study by International Business Machines Corporation (IBM, 2014) highlighted that software-as-a-service helps enterprises with the highest level of (SaaS) adoption to have strategic advantages by providing differentiation in enterprise efficiency, deeper collaboration, better decision making and market agility. The Internet of things (IoT) sensors plus actuators connected by networks to computing systems is not a futuristic trend but it is here now and has received enormous attention over the last five years. A report by Mckinsey states that internet of things has a potential economic impact of 3.9 trillion dollars to 11.1 trillion dollars a year by 2025. (IoT) is crafting a new world, a calculable world where people and business can manage assets in a better informed way and make more timely and informed decisions about what they want or need to do. This new connected world will bring massive changes to consumers and society as a whole. For the first time ever the mobile phone will no longer be the most common device used to connect people to the internet it will be cars, home appliances, industries, cities and wearables. It is expected by 2020 that there will be 28 billion connected devices worldwide with more than half being internet of things devices. As all these things are connected n ew opportunities will arise for industries, cities and organisations. Current examples of internet of things technology include connected smart buildings whereby the Ericsson group implemented solutions to assist facility managers in space utilization, space management, the planning of maintenance based on usage, temperature control, air quality and ventilation optimization thus in turn providing optimised funding channels. A large range of new technologies is emerging that enable new value and capabilities for connecting the next new (IoT) device to a new generation of analytics and applications. From a business strategic perspective internet of things represents an opportunity to collect real time information about every physical operation of an organisation. Internet of things sensors can transport information real time and transform raw (IoT) data into business and operational insights using effective data analytics. Assets equipped with sensors give an information system the ca pability to communicate, capture and process data and in turn that will create massive opportunities in distribution, innovation and production efficiency. (Jacques Bughin, n.d.) states that business to business applications will account for almost seventy percent of the value that is estimated will flow from (IoT) in the next ten years. Nearly 5 trillion dollars would be generated almost exclusively in business to business settings i.e. factories, agriculture, healthcare environments, mining, gas and oil, construction and office settings. Here in Ireland there has been many developments in the internet of things sphere, (Kennedy, n.d.) Crossmolina in Co.Mayo will be the first town in Ireland to implement a smart lighting system, the US technology firm Silver Spring whose tech manages over 23 million devices in cities around the world has deployed an internet of things platform for Mayo County Council for smart street illumination and also a residential energy efficient project for the council with the project been part funded by the Sustainable Energy Authority Of Ireland (SEAI). Peter Mcloughlin, executive engineer of Mayo County Council has stated that the technology enhances the councils objective off reducing energy usage, reducing cost and reducing C02 emissions and also increases the capacity of the community to relate with and understand their energy use. Another development is the rollout out nationwide of a Sigfox platform across Ireland by the the Irish startup VT Networks. Sigfox is an internet of things network that uses low power, wide area communications to connect up devices from smart meters, smoke alarms, interactive billboards and robots. VT is targeting Irish business with services that include home solutions, smart metering, smoke alarms, security sensors and security sensors on gates for farmers, machine monitoring devices and recovery and tracking of stolen farm items. The internet of things revolution will have a range of aids for dealing with health related issues, especially prolonged health issues that use up resources in Irish Hospitals. A project currently being tested using internet of things technology is a project by North East Doctor on Call to enable paramedics to see patients and enable remote diagnosis by GPs and consultants along with the use of internet of things sensors in the home. On the research front academic and industrial partnerships led by research groups such as Tyndall, CRANN, Connect, Insight, TSSG and Adapt have put Ireland on the world centre stage for internet of things breakthroughs. The previous paragraphs have given an overview of currently technological trends and it is clear that these trends are here to stay and in terms of providing a sustainable strategic advantage these technologies will provide long-term advantages to business going forward. The principal means of utilising these technologies for business decision makers is to be innovative in their thinking. It is vital for business people to understand the use of information technology and in order to stay ahead of the competition they should work with technical people to achieve this, by working with an IT consultant small business owners across Ireland for example can gain an advantage on competition by implementing streamlined processes to their business resulting in profitability, higher revenue growth and productivity growth. An information technology consultant will provide excellent guidance in helping a business gain an advantage over competitors. One of the ways the consultant would do this is by using (Porter, 1985) Michael Porters five forces model, looking at the rivalry of competitors within the clients industry, by looking at the threat of new entrants within the clients industry, the threat posed by substitute products which might capture market share, the bargaining power of customers and the bargaining power of suppliers. By analysing these five competitive forces and consultant can then implement a strategy to counter these forces, A business must develop and implement strategies to effectively counter the above five competitive forces. (OBrien, 2011) suggest that organisations can follow one of five basic competitive strategies, which are based on Porters three generic strategies of broad cost leadership, broad differentiation, and focused strategy. The five competitive strategies are: cost leadership, differentiation, innovation, growth, and alliance. The following conveys how Information systems could be a critical enabler of these five competitive strategies , 1. Cost Leadership: Organisations can use information systems to fundamentally shift the cost of doing business (Booth, Roberts Sikes 2011) or reduce the costs of business processes or/and to lower the costs of customers or suppliers, i.e., using online business to consumer business to business models, e-procurement systems to reduce operating costs 2. Differentiation: Organisations can use information systems to develop differentiated features or/and to reduce competitors differentiation advantages, i.e., using online live chatting systems and social networks to better understand and serve customers; using technology to create informediariesÂÂ   to offer value-added service and improve customers stickiness to your web site/business(Booth, Roberts, and Sikes 2011); applying advanced and established measures for online operations to offline practices (i.e., more accurate and systematic ways of measuring efficiency and effectiveness of advertising) (Manyika, 2009) 3. Innovation: Organisations can use information systems to identify and create (or assist in creating) new products and services or/and to develop new/niche markets or/and to radically change business processes via automation (i.e., using digital modelling and simulation of product design to reduce the time and cost to the market (Chui, 2011). They also can work on new initiatives of establishing pure online businesses/operations. At the same time, the Internet and telecommunications networks provide better capabilities and opportunities for innovation. Combinational innovation and Open innovation are two good examples. There are a large number of component parts on the networks that are very expensive or extremely different before the establishment of the networks, and organisations could combine or recombine components/parts on the networks to create new innovations (Manyika 2009). Meanwhile everyone is connected via personal computers, laptops and other mobile devices through cab led Internet or wireless networks or mobile networks, there are plenty of opportunities to co-create with customers, external partners and internal people. 4. Growth (including mergers and acquisitions): Organisations can use information systems to expand domestic and international operations or/and to diversify and integrate into other products and services, i.e., establishing global intranet and global operation platform; establishing omni channel strategy to gain growth (omni channel strategy looks at leveraging advantages of both online (or digital) and offline (or non-digital) channels) (Rigby, 2011). 5. Strategic Alliance: Organisations can use information systems to create and enhance relations with partners via applications, such as developing virtual organisations and inter-organisational information systems. To conclude, the potential to use technology for sustainable strategic advantage is evident and by innovative thinking it can be realised with the correct technological tools and strategies. Technology will undoubtedly change the way commerce is carried out and information systems combined with technology will improve business processes and living standards going forward. It is the job of the information systems practitioner to always be aware of developing technologies and make use of them to improve business needs and to find solutions to business problems and also look at the possibility of developing the applications (SaaS) or otherwise needed to solve these issues. Additionally information systems by itself or in conjunction with internet of things could be used strategically to improve not only business processes but human lives by utilising (IoT) technology and information systems to build out platforms for concerns surrounding health and climate change issues. References Booth, A. R. (2011). How strong is your IT strategy? McKinsey on Business Technology. Carr, N. G. (2003, May). https://hbr.org/2003/05/it-doesnt-matter. Retrieved from Harvard Business View. Chui, M. . (2011). Inside P Gs digital revolution. McKinsey Quarterly. Gartner. (2012). Forecast: Software as a Service, All Regions, 2010-2015. IBM. (2014). Champions of Software as a Service: How (SaaS) is fueling. Jacques Bughin, M. C. (n.d.). http://www.mckinsey.com. Kennedy, J. (n.d.). www.siliconrebublic.com. Manyika. (2009). Hal Varian on how the Web challenges managers. OBrien, J. A. (2011). Management Information Systems. McGrawHill,. Porter, M. E. (1985). Competitive advantage : creating and sustaining superior performance. New York : Free Press, . Rigby, D. (2011). The Future of Shopping. Harvard Business Review.

Personal Gods, Deism, & ther Limits of Skepticism :: essays research papers fc

In order to continue our discussion of the legitimate philosophical, scientific, and religious aspects of the science and religion quagmire we need a frame of reference to guide us. What I present here is an elaboration on a classification scheme proposed by Michael Shermer. (5) Shermer suggests that there are three worldviews, or "models," that people can adopt when thinking about science and religion. According to the same worlds model there is only one reality and science and religion are two different ways of looking at it. Eventually both will converge on the same final answers, within the limited capabilities of human beings to actually pursue such fundamental questions. The conflicting worlds model asserts that there is only one reality (as the same world scenario also acknowledges) but that science and religion collide head on when it comes to the shape that reality takes. Either one or the other is correct, but not both (or possibly neither, as Immanuel Kant might have argued). In the separate worlds model science and religion are not only different kinds of human activities, but they pursue entirely separate goals. Asking about the similarities and differences between science and religion is the philosophical equivalent of comparing apples and oranges. "These are two such different things," Shermer told Sharon Begley in Newsweek's cover story "Science Finds God," "it would be like using baseball stats to prove a point in football." Using Shermer's model as a starting point for thinking about S&R, I realized that something is missing. One cannot reasonably talk about the conflict between science and religion unless one also specifies what is meant by religion or God (usually there is less controversy on what is meant by science, though some philosophers and social scientists would surely disagree). So what makes Shermer's picture incomplete is the very important fact that different people have different Gods. I am not referring to the relatively minor variations of the idea of God among the major monotheistic religions, but to the fact that God can be one of many radically different things, and that unless we specify which God we are talking about, we will not make any further progress. My tentative solution to the problem is therefore presented in FIGURE 1. Here the panoply of positions concerning the S&R debate is arranged along two axes: on the abscissa we have the level of contrast between science and religion, which goes from none (same worlds model) to moderate (separate worlds) to high (conflicting worlds).

coral reef Essay -- essays research papers

CORAL REEFS Almost every one of us have heard and most of you have seen the Coral reefs but did you know what actually these are: As a mariner its important to know about the marine life, that was one reason I have chosen this topic for my today’s short presentation. GM, my scheme of presentation will be as flashed: DEFINATION OF CORAL REEF DIFFERENCE BETWEEN CORAL AND CORAL POLYP WHERE WE CAN FIND CORAL CONSTRUCTION OF CORAL REEFS CONDITIONS FOR GROWTH OF CORAL REEFS TYPES OF CORAL REEFS THREAT TO CROAL REEFS WHAT SHOULD A MARINER DO IN CORAL RICH AREAS FUTURE OF CORAL REEFS CONCLUSION What is a coral reef? Coral reefs are huge structures made of limestone that is deposited by living things. There are thousands of species that live in coral reefs, but only a fraction actually produces the limestone that builds the reef. Coral reefs support over 25% of all known marine species. They are one of the most complex ecosystems on the planet, and are home to over 4,000 different types of fish, 700 species of coral and thousands of other plants and animals. A good way to imagine a coral reef is to think of it as a bustling city or community, with the buildings made of coral, and thousands of inhabitants coming and going, carrying out their business. In this sense, a coral reef is like a metropolis under the sea. What is coral? Although coral is often mistaken for a rock or a plant, it is actually composed of tiny, fragile animals called coral polyps. When we say "coral" we are actually referring to these animals and the skeletons they leave behind after they die. Although there are hundreds of different species of corals, they are generally classified as "hard coral" or "soft coral". Hard corals grow in colonies and are the architects of coral reefs. They include such species as brain coral and elkhorn coral. Their skeletons are made out of calcium carbonate (also known as limestone) which is hard and eventually becomes rock. Hard corals are hermatypes or reef-building corals and need tiny algae called zooxanthellae (pronounced zo-zan-THEL-ee) to survive. Generally, when we talk about "coral" we are referring to hard corals. Soft corals such as sea fingers and sea whips, are soft and bendable and often resemble plants or trees. These corals do not have stony skeletons, but instead grow wood-like cores for suppor... ...s are considered as part of a larger watershed, the recognization of the complexity of environmental stresses can be understood. Management plans can be developed to reduce impacts to mangroves, seagrasses and the reef ecosystem, based upon accurate data and a better understanding of the system. EPA is in the process of developing guidance for a watershed approach to coral ecosystem protection. CONCLUSION Corals provide shelter for nearly one quarter of all known marine species. The reefs are home to over 4000 species of fish, 700 species of coral, and thousands of other forms of plant and animal life. Living coral reefs are the foundation of marine life, and this also means that they are essential for human life, but all over the world they are dead or dying because people are destroying them at a very fast rate. Already 10% have been lost, and there are predictions that 705 of all corals on the planet will be destroyed in 20 to 40 years unless people stop doing what they are doing now – i.e., pollution, sewage, erosion, cyanide fishing, bad tourism. We need coral reefs, and not just to make the ocean look pretty and colourful, they are more than just that†¦ eggs.

Long Term Effects of Colonization :: essays research papers

Even in today’s complex society, the effects of past colonization can still be felt. The most obvious of these effects on society is a change in the culture of any colonized area or group of people. This is a direct result from the forceful tactics used during historical colonization. Colonization has occurred throughout history. In Europe, three of the most influential colonizers were the Spanish, the French, and the British. These three countries were driven by three very basic motives: a desire for material gain, a desire to spread religion, and a desire to expand territory. Britain conquered Burma over a period of 62 years (1824-1886). Burma wasn’t administered as a province of India until 1937, when it became a separate, self-governing colony. This is the arrangement of details surrounding George Orwell’s story of â€Å"Shooting An Elephant†. The reader finds oneself in the midst of a colonization struggle between the British and the Burmese. On one hand there is a â€Å"Burmese† elephant that needs to be contained, while on the other hand there is a growing number of people joining a crowd that seems to be an obstacle for an imperialist guard’s ability to take control of the situation. The very tension of the crowd following the imperialist guard is the â€Å"colonization effect† is felt. This crowd of Burmese civilians expect the guard to shoot and kill this elephant, hence the reason they followed him. The guard finds himself being pressured by the crowd to take care of shooting the elephant. It is this pres sure that almost forces the guard to make a hasty, not necessarily the right decision about handling these circumstances. If the guard were to make an error in judgment in direct result from this pressure from the crowd, he would find himself caught in a very bad position. A guard, who is part of a coalition colonizing an area, in the middle (literally) of an angry mob of local civilians unwilling to accept the colonization brought on by this guard’s imperialistic philosophies. The effects of eighteenth and nineteenth century colonization can still be felt today. When Britain colonized Burma, the English language quickly spread, and the indigenous languages of the natives began to be wiped out.

Three in the Middle: the Experience of Making Change

Micro Switch, founded in 1937 and acquired by Honeywell Inc. in 1950, is a division that has long been known as an innovative industry leader in switches, sensors and manual controls. During the transition from electro-mechanical to electronic and solid state, Micro Switch enlisted the assistance of 49 year Honeywell employee to maintain their competitive edge within an ever changing market. With an internal shake up intended to preserve the organization’s reputation, as well as improve their downward decline, middle managers are left to ponder if â€Å"something had gone wrong, or as this the way a successful change was supposed to feel† (Lenan, Stone, 2008, pg. 194, para. 1). Case Summary and Problem Definition Economic issues began arising during the switch from electro-mechanical to electronic and solid state during the late 1970’s and early 1980’s. The apparent regression was in full force by 1985 and it took two years of plummeting for Micro Switch to enlist the help of Ramon â€Å"Ray† Alvarez in 1897. Alvarez had created a significant track record for himself and thus reinforced this decision. He had not only been a Honeywell employee for 49 years, but also a history of turning around two other Honeywell divisions. Alvarez developed a three year plan to not only reignite Micro Switch’s competitive edge, but to also facilitate performance excellence. Despite his reputation for being psychologically intimidating, Alvarez was able to move cautiously enough in the beginning to gain support from senior managers, but did not necessarily set the tone for factory workers and lower level employees. In this three year plan, Alvarez devised three different strategies to go about achieving this mission. First was to create a mission statement as well as a new vision: â€Å"growth through quality solutions to customer needs† (Lenan, Stone, 2008, pg. 194, para 3). Second, was to establish a scrupulous annual strategic planning process that allowed Micro Switch to become more competitive, quicker to respond, and monetarily savvy. Third was the development of APEX, Achieve Performance Excellence, a model that would not only act as the focal point of this change, but would allow Alvarez to continue to fine tune Micro Switch’s strategies during later years. In its first year APEX was intended to encourage nearly 4,000 employees that the change was an urgent matter, and increasingly more necessary than ever before. APEX focused on giving employees specific ways to strive for quality and distinction by creating an employee suggestion system, as well as awards for employees that met performance objectives. Quality and performance was the heart of this transition and by 1990, APEX became much more sophisticated. The Building Block Councils was developed during this time and was comprised of an arrangement of committees and councils. Their primary objective was to encourage division wide involvement in a variety of strategic areas by creating six councils that implemented new standards to their designated area. These areas were the customer satisfaction council, quality council, goals council, awareness council, training council, and recognition council. Upon reading the observations of three high level managers who also served as chairs on many of the new councils, it becomes evident that the plan brought forth by Ray Alvarez in fact had many short comings. The first three year plan focused on symptoms not actual problem and according to Rick Rowe, another Micro Switch director, â€Å"the easy changes had already been made. Now the company had to tackle deeply ingrained behaviors and processes which were holding the division back from reaching its goals† (Lenan, Stone, 2008, pg. 200). Alvarez in many ways, did not focus on separating immediate symptoms from the actual underlying problems. Focusing on symptoms may achieve more approval in the beginning, but this will begin to dissipate once people realize that the basic core problem never went away. As indicated above, Alvarez did an exceptional job announcing the change, implementing APEX, and encouraging division wide involvement through Building Block Councils. That being said, the Building Block Councils focused around middle and higher level managers, not lower level employees, and thus lower level employees were not immediately included in the process. This would later change as Deb Massof, a new director brought on by Alvarez and often seen as an outsider, tirelessly attempted to encourage employee involvement. Massof’s initial utcasting was the symptom of an underlying culture clash problem that should have been dealt with right away. When trying to have meetings to get employees involved in the strategic planning process, Massof asserts that she just got blank stares from employees. Lower level employees should have been informed that some things were going to change; according to Massof’s account, it appears as though no one ever actually told them they w ould be doing away with the top down approach. This may have been hindrance in this situation. If this change had been formally communicated, just by some employees hearing this, their involvement and productivity may have increased significantly. Due to the fact that prior to Alvarez, Micro Switch operated under a top-down bureaucratic management structure, and he should have considered that Micro Switch had likely attracted employees that had not only accepted this, but became increasingly comfortable with that approach, as well. However, they did not anticipate this, and this led to a great deal of resistance to the change itself. Massof has indicated that she was eventually successful in developing cross functional business teams, but states that initially thinking independently was exceptionally unusual for nearly all of the employees and most of them couldn’t even comprehend why they were being pressed to do so. Communication of expectations and really communication in general could have improved the efficiency of this situation vastly and could have got lower level employees on board a lot quicker. Case and point, Massof stated that in July of 1990, her unit completed their second strategic plan with no complaining, and brought a â€Å"new level of skill and detail to the task† (Lenan, Stone, 2008, pg. 202, para. 3). In addition to this, they were also able to establish benchmarks during their second strategic plan. Measurability is an essential aspect of the change process and yet Ellis Stewart, another Micro Switch director, indicated that his team felt as though they were not able to see any of their progress despite their efforts. What we need is some growth to take advantage of all the work we’ve done† (Lenan, Stone, 2008, pg. 204, para. 2). Due to the fact that Stewart’s business unit had not established any benchmarks, short term goals, or measurability to illustrate short term wins, they had trouble maintaining motivation and upholding morale. The next underlying problem is the lack of direction. According to Massof, â€Å"I do think people want to change. They do want to do good. But they’re real frustrated at not knowing what to change† (Leban, Stone, 2008, pg. 200). Without actually saying it, Massof illustrated that there really was not a fruitful plan set in place, let alone one that included employees in the planning stages. Alvarez did a wonderful job creating a sense of urgency with Micro Switch directors, establishing a vision, and goals. The fundamental problem lied not within the â€Å"why† part, the â€Å"why† part was clearly understood. Rather, the main issue is that lower level employees were not steered in the right direction and obviously were not an integral part of the change process as they didn’t even understand what they needed to change. Starting with why is of course important, but the â€Å"what† aspect, arguably just as important if not more, is what actually sets people in the right direction. The next core problem is that the change implemented was not small and manageable. During Massof first 18 months with Micro Switch her highest priority in her business unit was â€Å"making up for fifteen years of no investment and no new products†¦ to compensate for years of neglect; and to start drawing people into both the revitalization process and daily operations in ways they had never done before† (Leban, Stone, 2008, pg. 01). This is hardly what one would consider a small manageable change; Massof’s business unit didn’t even understand their own customers anymore. In addition, there was no use of a project manager or consultants to help them with market research, and thus no one to keep them on track and remind of what the goal actually was. Trying to gain support for the culture shift was a large problem during the change process, and although Alvarez often encouraged autonomy, this was not always the case. The new and improved Micro Switch was expected to perform with a sense of urgency and thus work was expected to be not only that of high quality, but done as quickly as possible. Ellis Stewart, head of Building Block Council on Training, swiftly and efficiently developed a new employee training program known as APEX College, and was reprimanded for â€Å"acting without authorization. † For change to be successful it is imperative there are no wavering expectations and mixed signals being sent and authority must be given with responsibility. Review Alternative Courses of Action, Make Recommendations, and Implement Listed previously in the section above, are ten evident problems and in this section, each problem will be lumped together based on similar underlying issues into five categories, reiterated and then recommendations will be made. 1. The initial focus was placed on symptoms not problems. Changes were not small and manageable. Lack of project manager, etc. Focusing on underlying problems is a crucial step in the change process. Many organizations, who aim to change aspects of their business whether it is internally or externally, tend to focus on the symptoms because of their obviousness. Although as stated previously, tending to symptoms may gain more initial acceptance and approval, the change will fall short in the end as the realization that nothing actually changed, sets in. My recommendation is to dig deep and not look for a â€Å"band-aid† solution, but rather one that tackles deep rooted issues. I also think in this situation, bringing in outside assistance would be increasingly prudent. Analysts, project managers, and other like professionals generally have the ability to point out core, fundamental issues that have either been ignored or simply not accepted by the organization. Meaning that, many organizations suffer from certain issues that become the big elephant in the room that no one talks about, or it’s an elephant that only lower level employees see, but cannot point out due to the organization’s management style. In the case at hand, it seems as though nearly all of Micro Switch employees didn’t even realize many of the issues because they weren’t expected to, and thus because no one questioned it, it was never brought to anyone’s attention. This is precisely why I feel an outsider, who is actually hired and contracted to provide a service that points the underlying problems out would be extremely useful. . Communication was poor and employees were not told the culture was going to change. Employees were not actually an integral part of the change process, despite announcements stating otherwise. The tone of the change process was set, but employees had no direction. (What should be changed what shouldn’t). Lack of Clear Expectations. Communication is essential in many areas of life, and businesses are certainly not the exception. A successful change requires buy-in from staff, and this includes all differing levels of employees understanding their roles. In this case, my first recommendation would be to inform employees of how Micro Switch used to operate, very top down. By Alvarez simply assuming that employees knew that Micro Switch had previously operated under a Theory X type of management structure, he set a number of the employees within the organization up to fail before they could succeed. In some instances, this can be helpful, but in business when time is of the essence and truly invaluable, the stumble that occurred could have been prevented. The next step would be to illustrate what the new Micro Switch structure would look like. This is what is used to be, this what we’re changing, and these are the expectations, type of deal. Now, these things are important notions to communicate, but role understanding is where Micro Switch actually began to see a lot of issues. If employees do not understand what they need to be changing, what their roles are, and what the expectations are, then the change cannot be implemented. Lastly, this should all be communicated verbally, and in writing. Each employee should receive a packet of information and be briefed over and over again about the upcoming changes. After it is made exceptionally clear, each employee should sign a waiver of sorts, indicating that they understand not only why the change is taking place, but more importantly, what their role is in the process, what is going to change, and what the expectations are related to their own job duties. Delegating tasks to help employees during this process is crucial, and therefore communication does not need to be administered by just one individual. Having a plan and communicating that plan would help Micro Switch in terms of efficiency and gaining approval at a quicker rate. 3. Resistance to the culture change imposed was not anticipated in advance. Massof indicated that Micro Switch was in a time warp and their extreme resistant to change was deeply ingrained in Micro Switch’s culture. Resistance in contrast, to the previous issue listed above, is something that should have been assumed. In this case, my recommendation again, begins with communication. Considering the employees’ perspective and asking them until face to face is a question that should be tackled initially to help develop a plan to fill in perception gaps. Resistance is not always a bad thing and in the case at hand, anticipating this could have helped Alvarez really communicate what was going to be changed, thus making the implementation process a lot smoother. After this, tracking perception is vital and although Alvarez attempted to have employee feedback system, it did function in an efficient manner. Not a great deal of information was give about the system, which leads me to believe that it was not very thought out. Resistance can be caused by a lack of understanding, not necessarily disapproval and this proved to be true in this case. 4. Lack of measurability. In any change, measurability is a key factor. My recommendation would be to create project goals and use the scorecard approach. Alvarez did a great job dealing with education, but only dealt with part of the performance aspects. The development of APEX should just be starting point, but how will Micro Switch know if it’s successful if it’s not measured and tested. I would also implement short term goals to prevent loss in momentum, as stated by Ellis previously, employees at all levels need to see growth. This is illustrated through measurability. 5. Lack of authority with responsibility Successful change must be driven by support from top management, involve employees and project managers. I would begin by using a combination of Change Theories E and O thus accepting the paradox between hard side of change and the soft side change. Alvarez left a lot of gaps in his plan, and most his plan involved the softer, internal side of the organization. This issue ties a lot into communication, clear guidelines, and concise expectations; however, it is still important mention on its own due to the account given earlier by Stewart. Follow-up and Evaluate In order to evaluate this process, I would focus primarily on the balanced scorecard approach. This strategic management system enables organizations to focus on their vision, strategy and their measurement. Balanced scorecards also offer a structure for communicating how employees are expected to execute the strategy. Micro Switch employees at various levels felt they had nothing to show for their work. This technique could have cleared up a lot of confusion during the Micro Switch change and increased their efficiency exponentially. In addition to the clarity provided, this system would also illustrate their progress in tangible terms. This process includes four different areas of measurement, financial, customer, internal operations, and learning and growth. Therefore, this measurement system should satisfy the needs of employees at various levels and shareholders well, because as its title indicates, it’s well balanced. This approach indicates that although financial measurements are of extreme importance, they cannot take the place of intangible assets. Following the guidelines of the balanced scorecard approach from this point, I would make the strategy explicit, choose the measures, define and refine, and deal with people. Once these have been established, the work needs to be divided up into two interfaces, differentiation and integration. Differentiation refers to the degree of similarity or difference represented by the design of the work units†¦the way an organization coordinates the work across work-units is the integration† (Lenan, Stone, 2008, pg. 66). Conclusion Although Alvarez did implement some great ideas during the beginning of his time at Micro Switch, the shakeup led many middle managers to ponder if something had gone wrong. In the end, it’s not necessarily that anything implemented had gone array, but rather that there were many gaps in the planning that needed to be filled in. Initially, this wasn’t as evident but as excitement began to dissipate and employees struggled to understand what their new roles were within the organization, the holes in the plan became clearly evident. Developing APEX set Micro Switch on the right track, but left a lot to be desired with the way things were handled (or not handled) internally. By merely adding communication, a project manager, goals, and measurements, Micro Switch employees at various levels would have likely felt a lot more optimistic with the end result.

A critical appraisal of the 2011 E.coli outbreak of food poisoning in Germany Essay

A critical appraisal of the 2011 E.coli outbreak of food poisoning in Germany Introduction            E. coli is an abbreviation that stands for Escherichia coli which is a rod shaped, facultative, Gram negative bacterium. This bacterium is very common in the lower intestines of warm blooded animals. Although not all types E.coli bacterium are harmful, there are some stains that are known to cause serious food poisoning in human beings. The harmless E.coli strains are components of normal flora and produce vitamin k2. Moreover, they are important to humans because they inhibit the growth of pathogenic bacteria in the intestines (Bill & Clark 2012:74). The gut flora is made up of 0.1% of E.coli and other related bacteria and is mainly transmitted through fecal-oral means. Many of E.coli cells can only survive for a short time outside the body making them good indicator organisms for testing environmental samples of fecal infection. However, recent research has discovered some strains of the E.coli bacteria that can survive for long periods of time outside the body.            The first case of E.coli outbreak in Germany was reported between May and June in 2011 and was largely concentrated in the northern parts of the country. According to German health officials, the foodborne illness was caused by a new strain of the E.coli bacteria known as O104:H4. The disease was mainly characterized by a number of complications like hemolytic-uremic syndrome  (HUS) and bloody diarrhea (Lan & Reeves 2002:84). The high number of deaths was mainly caused by hemolytic-uremic syndromes which require quick treatment. Initially, the outbreak was believed to have been caused by a strain of E.coli known as enterohemorrhagic (EHEC) but future research found that the outbreak was in fact caused by enteroaggregative E. coli (EAEC). Moreover, this strain of E.coli was found to have the ability to produce Shiga toxins. Initial epidemiological research had suggested that vegetables were the main source of infection. More specifically, the German agricultural m inisters identified one organic farm in Bienenbà ¼ttel as the most likely source of the infection. As a means of controlling the outbreak, the German government ordered for its immediate closure. Despite the fact that laboratories in Bienenbà ¼ttel did not detect the E.coli bacteria in produce, one laboratory in North Rhine-Westphalia later established that the outbreak strain was in fact present in packaged sprouts from the suspected farm. On June 30th 2011, fenugreek seed imported from Egypt were announced as the most likely source of the outbreak by the German  Bundesinstitut fà ¼r Risikobewertung (BfR)  (Federal Institute for Risk Assessment (Todar 2012: 29). The German E.coli outbreak affected 3,950 people in total and caused 51 deaths in the country alone. Other countries that were affected by the outbreak include the United States, the Netherlands, the United Kingdom, Switzerland, Denmark, Poland and Canada (Bill & Clark 2012: 93). At the beginning of the E.coli outbre ak, the German authorities claimed that the bacterium was most likely to have originated from Spain. Without carrying out any tests, the German health officials claimed that the O104 E.coli strain was most likely to have originated from cucumbers imported from Spain. However, future tests revealed that Spanish greenhouses were not the source of the E.coli strain responsible for the outbreak. This claim by the German officials provoked protests by the Spanish government because it made the country lose about 200 million USD per week in agricultural exports.            The 2011 E.coli outbreak in Germany was the worst ever recorded case of shiga toxin producing Escherichia Coli outbreak in the world. The outbreak started on May 8th and was declared over by the German health officials on July 4th the same year. The outbreak could have been more serious if the government did not alert the public to avoid consuming foods from areas suspected to be the likely source of the bacteria. In 2011, Germany encountered the biggest episode of Stec cases ever recorded: what added up to 3,842 cases were accounted for, incorporating 2,987 instances of research facility affirmed E. coli gastroenteritis with 18 passings and 855 instances of hemolytic uremic syndrome (Hus) that prompted 35 lethal conclusions (Lan & Reeves 2002:93). The episode began on May 8, topped on May 22, and was proclaimed fulfilled by July 4. One could contend that open health measures halted the pandemic by alarming individuals to maintain a strategic distance from the util ization of debased sustenance, yet it is likewise conceivable that the plague ceased on the grounds that polluted sustenances were no more present in the business sectors. The procedure has been openly scrutinized for being too moderate and for beginning false press advertisements joining cucumbers and not sprouts to the episode. Reflectively, this feedback must be seen with some control. In the beginning of the episode, the average reporting times for Hus cases were 8 days to analysis, in the ballpark of 10 days to illuminate the nearby health section, and around the range of 12 days for showing up for the Robert Koch Institute (Rki) (3). In a U.S. study on E. coli O157 contaminations, a normal reporting time of 7 days was attained. There are two purposes behind the slower reporting process in Germany (Ihssen et al 2010:83) Germany has a less-brought together open health framework, and these cases introduced with an abnormal profile, facing medical practitioners with another clinic al substance. An early epidemiological examination comprised of a case-control study including 26 mature people hospitalized with Hus. Univariate dissection connected just the utilization of sprouts with sickness. Notwithstanding, no sprout cautioning was issued at the start of the episode, since stand out quarter of the patients recalled having depleted sprouts. Next was an accomplice investigation of 177 subjects who had consumed at a solitary restaurant, prompting 33 instances of affirmed Stec the runs. As per the restaurant formula, every one of the 31 cases that could be questioned had depleted uncooked sprouts. An arrangement of natural and follow back and follow send examinations by the German assignment gathering recognized an assembly of Swedish guests who had depleted a sprout mixture. This finding indicated a sprout maker in easier Saxony, Germany, where in May one-third of the workers fell sick, with some of them contaminated with the pestilence strain O104:h4 (Lan & Ree ves 2002:102). The following pieces in this perplex were the wholesalers served by this grow maker, joining further groups to sprouts. Strikingly, the German sprout maker had a seed supplier that could be joined to 15 instances of O104:h4 contaminations in Bordeaux, France. These cases were clearly additionally connected with sprout utilization. The beat field gel electrophoresis example of the French disconnects was indistinguishable to that from the German flare-up however unique in relation to those of preoutbreak reference O104 strains, prescribing a solitary source clonal episode, predictable with the epidemiological confirmation. On 10 June, sprouts of fenugreek seeds foreign made from Egypt were declared by the German powers as the offender wellspring of sullying in this episode. On the other hand, none of the sprout mixtures (seeds) tried positive for O104:h4.            The force of the study of disease transmission contrasted and a microbiological methodology was highlighted by the failure to develop the scourge strain from any of the examined sprouts or from the sprout seeds which were taken from the handling chain. Growth of the strain was just conceivable in a couple of situations where back defilement was quite likely, for example, an opened bundle of sprouts from a family unit with illness. Because of the practically all around utilized society based identification routines for plagues, this disappointment speaks to an observation issue for health and sustenance security dominant voices as a rule. The issue could be brought on by the low irresistible measurements of the pathogen, its rot in nourishment at the minute of examination, or a particular physiological state of microbes characterized as suitable however nonculturable (VBNC). Numerous diverse bacterial species, incorporating E. coli, enter this Vbnc state as a reacti on to distressing ecological conditions (Ihssen et al 2010:125). Microbes in the Vbnc state don’t develop on microbiological media however recapture cultivability when revived after stretch alleviation. In fact, O104:h4 entered this Vbnc state when presented to supplement poor conditions, poisonous amassings of copper particles, or faucet water. Soothing the anxiety by copper particle chelating encouraged the revival of O104:h4. Be that as it may, these trials ought to be translated with forethought, since there is so far no immediate confirm that E.coli O104:h4 is found in the VBNC state in nature.            The epidemiological investigation of first fundamentally sustenance borne tainting gets to be much more troublesome when the starting pathogen transmission by means of the evolved way of life is traded by human-to-human transmission. Human-to-human transmission is known to happen in the ballpark of 20% of families with an O157:h7 essential patient. Optional family transmission from mature person patients was likewise prescribed for O104:h4 contaminations in France and The Netherlands, fundamentally dependent upon the perception of deferred onset contrasted with the brooding time of 7 to 9 days for O104:h4 contaminations. Optional transmissions were additionally reported in Hessen, Germany, which is arranged outside of the primary plague center in northern Germany (Todar 2012:38). The study recorded transmission in families, the healing facility, and the microbiological research center.            Health officials in Germany faced a lot of difficulties in isolating the causative organism mainly due to its versatile nature. Based on the investigations carried out during the German epidemic, there are two major distinct pathotypes of the E.coli bacteria namely enteroaggregative E.coli (EAEC and enterohemorrhagic (EHEC) E.coli. It becomes even more difficult to control the E.coli bacteria if the virulence genes are located in the mobile elements of the DNA. Based on this, E. coli outbreaks in Germany, Oregon and Michigan are not the last. This calls for the microbiological community to carryout more research and ensure that the E.coli strains are sequenced on time and in an open way (Peter et al 2011:84). In Germany, the annotation of the E.coli strain responsible for the outbreak was carried out in a community-wide approach through the use of the internet. It brought together bioinformaticians from all corners of the world working day and night to sequence the genomes. Some of the international health organizations that were involved in handling the outbreak were the European Center for Disease Prevention and Control (ECDC) and the world health organization (WHO). The main role of a UK Local Authority based Environmental Health Practitioner would have been control the spread of the bacteria by isolating all infected animals and farm produce. Lessons from the 2011 E.coli outbreak in Germany            There are a number of lessons that can be learnt from the 2011 E. coli outbreak in Germany. To begin with, there is need to come up with more safe ways of growing foods especially fruits and vegetables. The investigations into the cause of the 2011 E. coli outbreak established the presence of certain strains of the bacteria in a number of vegetables and not on sprouts alone. This raised the question of E. coli prevalence in the European fresh produce (Russo 2003:4). The second lesson that can be learnt from the 2011 E. coli outbreak in Germany is the need for better communication incase any harmful bacteria are found in foods. After the E. coli outbreak, the German government came under a lot of criticism for taking too long to announce the outbreak. The government took too long before it took the report to the Roberth Koch Institute (RKI) (Todar 2012:83). Many of the infections and deaths that resulted from the outbreak could have been avoided had the government w arned the people on time. Based on this, it is important for governments all over the world to have an efficient E.coli surveillance and warning system. The final lesson that can be learnt from the E.coli epidemic in Germany is the need to ensure food safety both nationally and internationally. Despite the fact that the 2011 epidemic was concentrated in one area, it had global impacts. According to investigations, the sprout seeds found in the implicated farm were found to have originated from Asia, southern Europe and Germany. It is important for countries to raise food safety standards mostly in free markets like the European Union. References Benzer S 1961, ‘On the Topography of the Genetic Fine Structure’,  Proc. Natl. Acad. Sci. U.S.A Bill Marler & Marler Clark 2012,’German E. coli O104:H4 Outbreak – $2.84 Billion in Human Damage’  : Food Poison Journal Connolly, Allison 2008)’  Ã¢â‚¬ËœE. Coli Outbreak Kills One More Patient as Source Eludes Investigators’, Bloomberg Ihssen J, Kowarik M, Dilettoso S, Tanner C, Wacker M, Thà ¶ny-Meyer L. 2010,’Production of glycoprotein vaccines in Escherichia coli’, Microbial Cell Factories Lawrence JG, Ochman H, 1998, ‘Molecular archaeology of the Escherichia coli genome’.  Proc. Natl. Acad. Sci. U.S.A. Lan R, Reeves PR 2002, ‘Escherichia coli in disguise: molecular origins of Shigella’,  Microbes Infect. Lee SY 1996, ‘High cell-density culture of Escherichia coli’,  Trends BiotechnolPeter Walker, Adam Gabbatt and agencies 2011,’E coli: European commissioner suggests  £135m payout for farmers | World news’,  The Guardian Russo E 2003,  Ã¢â‚¬ËœThe birth of biotechnology’,  Nature Todar, K.2012,’Pathogenic  E. coli’.  Online Textbook of Bacteriology. University of Wisconsin–Madison Department of Bacteriology Source document