Pressure Pulse Production of Train Passing to Adjacent Line

Pressure Pulse Production of Train Passing to Adjacent LineThis topic concerns the pressure caprice produced by one train on another being passed on an adjacent line.Although studies of this phenomenon had been underinterpreted for research and development purposes during the 1970s, a need to quantify the magnitude of the military group for existing and future high gear speed service routes arose in the late 1980s due to adverse comments from train users. The comments were relatively rare, but mainly centred just about passengers being startled by the banging of doors ( crossly of external sliding doors used on some types of Multiple Unit) and windowpanes (particularly hopper windows) when passed by other trains at high speeds. In addition, coffee and other drinks resting on tables on the side adjacent to the Fast line, mainly in other HSTs, were regularly spilt by passing HSTs. This was caused by a rapid displacement of the coach w each(prenominal) against which the tables reste d.Although the events could not be called serious, it was evident that a criterion was needed for the design of new trains for thei) Door and window mounts and for the structural side-wall stiffness of vehicles likely to be run on high speed routesii) Future high speed train nose shapes, (as it was known that it was the aerodynamic shaping, as well as speed, of the source train that sized the impetus magnitude).Subsequently, tests were undertaken by the look for Division of BRB in 1988 to assess the magnitude of the largest pressure pulses produced by service trains at that time. Tests were undertaken on ECML with a test vehicle being passed, during both static and moving tests, by a number of service trains. Of particular interest was HST, as it was often the offending train and was operating at speeds up to 125 mi/h on tracks at a nominal phrase spacing of 3.4m. In some places, track spacing was known to be less than this and, of course, considerably more than this in other p laces.In addition, the Class 91 loco was being produced and it was necessary to choose a criterion bearing in mind future operation of the IC225 train (also on ECML). In that event, it was trenchant during discussions between the senior managements of the Research Division and the IC225 Project Team that IC225 operation at 225 km/h should form the delimitateing condition for defining the pulse limit. At that time, prior to tests being undertaken with Class 91, it had been assumed that the pulse characteristics generated by the nose shape of the Class 91 would be similar to HST, and therefore that a criterion based on an HST result scaled up from 125 mi/h to 225 km/h (140mi/h) should be adopted.Results from the tests produced a mean value, (taken everywhere several passes at different track spacings and speeds of both trains), for the HST normalised to 3.4 m nominal track interval, which was given by the non-dimensional parameter, CP = 0.6. At 225 km/h, this equated to 1.44 kPa pe ak-to-peak amplitude.Subsequent tests with IC225 showed the Class 91 to have slightly better characteristics than HST, but the 1.44 kPa value was adopted for future project design purposes. An indication of this is given in the attached garner involving a proposed lC250 development for WCML operation written by the Technical Director (Research) of British Rail Research to the Project Director IC225.It is important to note that, in this letter and elsewhere, the 1.44 kPa criterion was coiffured in association with 3.4 m track spacing. Similarly, acceptance tests undertaken during development work on new train designs were checked against a limit of 1.44 kPa at 3.4 m track spacing.Further, BR Research advised that, for practical purposes during track tests, compliance with the criterion was to be checked against a measurement taken at mid-window height on a stationary observing train on straight track on a calm (no wind) day. The result then was to be corrected to nominal 3.4m trac k spacing.ObservationsIn the same way as for the original tests and for the nominal service condition chosen by Research and DMEE management, there will be circumstances now when 1.44 kPa is exceeded. For example, movement of the observing train, the presence of cross-winds, reduced track spacing and track curvature can all increase the pulse amplitude. Thus, it is important to adopt this specification of the reference set of conditions under which the criterion is to be met.Note that the above implies that rolling stock operating on high speed routes should be structurally designed to a criterion in excess of l.44kPa for the train passing pressure pulse case. For the demonstration load case of unsealed trains, this will usually be covered by the Q.5kPa specification for vehicle body structures (see Railtrack Gp. Stds. GM/TT0l22, GM/TTOl23, GM/RC2504). certain trains will be covered by their own more stringent limits. However, fatigue load cases particularly for unsealed trains ma y need to incorporate high values associated with regular exceedances of the 1.44 kPa value.It would appear, therefore, that the original Railtrack Spec. for WCML mistakenly omitted reference to 3.4 m track spacing in its definition of the conditions under which the 1.44 kPa criterion should be met. Incidentally, the corresponding Railtrack Spec. for ECML does define 3.4 m as the reference condition.

Effectiveness of Organizational Development Models

Effectiveness of g everyplacenanceal Development dumbfoundsThis expression shows the effectiveness of presidential termal Development models in gild with the example. In this article we have discuss the comparison of three OD models mentioning their effectiveness in order with example.The world is passing through the turbulent times. Companies atomic number 18 expanding their business, acquiring sassy enterprises, and going through significant adjustments, including outsourcing, downsizing, automation and so onTomorrows world allow for be different from todays, calling for unfermented arrangemental approaches. presidencys go out motif to be adapting to these pitchs food market conditions and at the same time coping with the drive for a re refresheding rather than re feignive nameforce.Organizations argon never completely stagnant. External forces i.e. Government, Stockholders, Unions, Competitors, Suppliers, and Customers etc unceasingly affect the activities of the organization. Changing consumer lifestyles and technological breakthroughs all act on the organization to cause it to adjustment. Many of these changes are forced upon the organization, whereas new(prenominal)s are genearned run averageted internally. Because change is occurring so rapidly, in that location is a need for hot slipway to manage it. organizational Development is a relatively new-fashioned invention. It started in the late 1950s when behavioural scientists steeped in the lore and technology of group dynamics attempted to apply that k forthwithledge to improve team functioning and intergroup relations in organization. (French and Bell, 1999).Organizational instruction (OD) is an finish of mienal science to organisational change. It consists of a wide array of theories, military operationes, and activities, all of which are oriented toward the goal of improving individual organizations. OD concentratees on conservatively planned approaches to changing or improving organizational structures and adjoines, in an attempt maximize organizational effectiveness.Background of StudyIn present era of track throat competition, globalization, erasing trade barriers, rapid innovation, advancement in new technology, reduction in product life cycle and huge investment requirements to get entree into industry increase the essence of formulating an effective strategy in an organization in order to gain a competitive edge in market place. It is utmost authoritative for each and every organization to be consistently competitive at the market place in order to save organization from entropy and father it possible for organization to constantly grow through application of Organizational Development concepts. Strategy is a comprehensive plan to get to organizational goals or strategy is a comprehensive master plan stating how the corporation/organization give achieve its mission and objectives. It is non only important for any theatre to develop an effective organizational strategy but to a fault proper implementation and control mechanism is very crucial for winner. Organization strategy is the one of element among mixed elements that whitethorn require OD interventions if non effective. According to Burke-Litwin model, organization may require first order or second order change or may require both(First order and Second order changes). If OD interventions order toward structure, systems, and commission practice result in first order change, if interventions directed toward mission, strategy, leading, and organizational culture whence result in second order change (French and Bell, Jr, 1999).Companies today are exposed to untold more rapid changes than they were decades ago. This growing abides the reason to analyze approaches that help to overcome inflexible, conservatively-managed companies and lead change initiatives successfully. (Kotter, 1996).Organizational Development is planned change in an organizational context. The exploitation of models of planned change facilitated the maturation of OD. Models and theories depict, in words or pictures, the important features of some phenomenon, describe those features as variables, and specify the relationships among the variables. (French and Bell, 1999).Corporate restructuring, strategies, and development models may be based on non-homogeneous factors viz. Human Resource Management, Financial revamping, International competitive market, post merger and acquisition etc. The globalization, commercialization, privatization, and deregulating have changed the whole scenario as much(prenominal) change has become significant factor in business survival. This has brought far-reaching changes in economic structures and patterns of organizations. The OD is getting increase attention as such it plays a samara role in the description of recent developments. The institutions private or public now realize the recent trends and prospects and have starte d giving priority to OD. These organizations now adapt and act OD at their workplace by redefining its role in promoting efficiency and economic growth. The organizations, oddly those without strong change element are in favor of encouraging the vigorous growth of OD in corporate governance. The organizations they do non condense measures to enhance their capabilities through planned change by employing OD risk not just being marginalized but also being completely bypassed in the new global order. The organizations those face severe competition today are completely dependent on behavioral interventions for organization improvement.Conceptual Understanding of the Organizational DevelopmentOrganizational Development (OD) bridges an organizations need for continuity and its need for growth. It helps the organization change to meet the changing demands of its internal and external environments (Culbert Reisel, 1971).Organizational development is a guess and practice of bringing the planned change to organization. These changes are usually designed to address an organization line or to help an organization prepare for future. It is the one method of quickly bringing change, which focus on human and fond aspects of the organization as a way to improve organizations exponent to adapt and solve problems.Organizational development is both a professional field of neighborly action and an area of scientific inquiry. The practice of OD covers a wide spectrum of activities, with seemingly endless variations upon them. Team building with top corporate management, structural change in a municipality, and job enrichment in a manufacturing firm are all examples of OD. (Cummings and Worley, 2005).Different theorists have provided with their own definitions of organizational development. Some definitions are SourceDefinitionPorras and Robertson (1992)Organizational development is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members on-the-job behaviors.Cummings and Worley (1993)OD is a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organizations effectiveness.Burke (1994)Organizational development is planned process of change in an organizations culture through the utilization of behavioral science technologies, research, and theory.French and Bell (1999)Organizational development is a semipermanent effort, led and supported by top management, to improve an organizations visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-using t he consultant-facilitator role and the theory and technology of applied behavioral science, including action research.The gist of above definitions is summarized belowCulture and processes are the key areas of the ODSpecifically, OD encourages collaboration amongst organization top managers and staff members in managing culture and process.Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities.OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides.Participation and involvement in problem solving and decision making by all takes of the organization are hallmarks of OD.OD focuses on total system change and views organizations as complex social system.OD practitioners are facilitators, collaborators, and co-learners with the lymph node system.OD makes the client system effective so that the client systems solves its problem at their own and provide necessa ry coaching job / teaching in order to enhance the knowledge and skill level.OD relies on an action research model with extensive participation by client system members.OD takes a developmental view that seeks the betterment of both individuals and the organization. Attempting to create win-win solutions is standard practice in OD programs.In the 1970s, organization development evolved as separate field that applied the behavioral sciences in a process of planned organization-wide change, with the goal of increasing organization effectiveness. Today the concept has been hypertrophied to examine how large number and groups can change to a learning organization culture in a complex and turbulent environment. Organization development is not a step-by-step procedure to solve a specific problem but a process of fundamental change in the human and social systems of the organization, including organization culture. It is a process in a sense that a process is an identifiable interrelated event moving toward some goal or end. Organization development is a journey, not a destination. It is an unfolding and evolving series of events. Every organization program is unique because every organization has unique problems and opportunities. besides all organization development programs are identifiable flow of interrelated events moving over time toward the goals of the organization improvement and individual development.Organization development is an organizational improvement strategy, which is about how flock and organization function and how to get them to function better. The field is based on the knowledge from the behavioral science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organizational behavior, organization theory and management to create trust, pass around conformation of problems, employee empowerment and participation, knowledge and development overlap, the design of meaningful work, co-operation and co-or dination between groups and full use of human potential.Organizational Development can help groups and individuals improve various aspects of organizational life necessary for success, including culture, values, and systems and behavior. The goal of O.D. is to increase organizational effectiveness and organizational health, through planned interventions in the organizations processes, operations, and behavior. Most often, O.D. services are requested when an organization (or a unit within an organization) is undergoing a process of change.Organizational Development services can assist in having a positive impact on most, if not all, factors that contribute to high performance. These include righteousnessTeam interactionsStrategic planningSkill alignmentProfessional development strategiesEffective use of technologyWorkplace climateEmployee moraleA primordial goal of organization development is to optimize the system by ensuring that system elements are harmonious and congruent. When organization structure, strategy, culture, and processes are not aligned, performance suffers. Different organizations interventions focus on align the organization with environment demands. Organizations are examples of open systems, that is, system interacting with their environments. Many problems of organizations today emerge from rapid changes in environmental demands, threats and opportunities.The Growth and relevance of ODOrganizations must settle themselves in increasingly complex and uncertain technological, economic, political, and cultural changes. The speedily changing conditions of last few years shown that the organizations are face the unprecedented uncertainty and nothing short of a management revolution will save them. Globalization, information technology, and managerial innovation are the major(ip) trends which are shaping change in organizations.First globalization is playing vital role is the organizational life cycle. Organization is growing in the changing m arkets and environments. newfangled governments, new leadership, new markets, and new countries are emerging and creating a new global economy. Companies in Russia, China, Hong Kong etc. are the examples of globalization.Second information technology has drastically changing the old business model and defining the new parameters of how knowledge is used, how work is performed and how to calculate the cost of doing business. Now the organizations are going for ERP, e-commerce, SAP etc. Amazon.com, E-Trade, are among many recent entrants to the information economy, and the amount of business being conducted on the Internet is projected to grow at double-digit rates for well over ten years.Due to revolution in information technology, electronic data interchange, a state of the art information technology application, few years ago, is now considered as routine business practice. Due to this revolution, organizations moved towards downsizing and restructuring of the firms.Finally, infor mation technology is changing how knowledge is used. Organization members now share the same key information that senior managers once used to control decision making.Ultimately, IT will generate new business models in which communication and information sharing is intimately free and easily accessible.Third managerial innovation has responded to the globalization and information technology trends and has speed up their impact on organizations. New organizational forms, i.e. networks, virtual(prenominal) corporations etc, provide organizations with different ways of thinking about how the produced goods and deliver services. The strategic alliance, for example, has emerged as one of the indispensable excessivelyls in strategy implementation. No single organization, not even IBM, Mitsubishi, or General Electric, can control the environmental and market uncertainty it faces.New methods of change, such as downsizing and reengineering, have drastically bring down the size of organiza tions and increased their capacity, and new large group interventions have increased the speed with which organizational change can take place. OD practitioners, managers, and researchers argue that these forces not only are powerful in their own right but are interrelated.Organization development is the round-the-clock process of improvement. As change is the continuous process so also to cope with such changes is necessary of organizations survive. As the time passes the new changes occur in the market dilemma. The organizations on their peak opinion need to maintain their peak position and continuously improve to provide better benefits to their customers. Timely they have to adapt new technology, enter in to new markets, beat the competition etc.The organization development is not only for the failure organization but the successful organization also adapt new technology and innovations to maintain their success. Organization may face different problems in their different depa rtments like finance, management, marketing, production, sales and so on. So the OD consultant diagnoses these problems to provide solutions to that organization.Human resources our people may be a large fraction of our costs of doing business. They certainly can make the difference between organizational success and failure. We better know how to manage them.Changing nature of the workplace. Our workers today want feedback on their performance, a sense of accomplishment, noteings of value and worth, and commitment to social responsibility. They need to be more efficient, to improve their time management. And, of course, if we are to continue doing more work with less people, we need to make our processes more efficient.Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop c recidivater partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner.Technological improvement Organizations from time to time innovate and create new technology for better product development and management of organization. Because in era of competition the managers overall attention is toward the proper management and allocation of resources.Models of Organizational Development and its EffectivenessOrganizations are facing continuous pressures due to change in global pace, economic and technological development and organization is making the same a feature of its life cycle. Every organization is going for development and directed at bringing about planned change to increase organizations effectiveness and efficiency. Managers, generally, initiate and implement the same with the help of an OD practitioner either from privileged or outside of the organization.Organizations can use planned change to solve problems, to learn from experience, to adapt to external environmental ch anges, to improve performance, and to influence future changes.Organization Development (OD) covers all aspects of an organization its functional scope is very vast as such itFocuses on culture and processesEncourages collaboration between organization leadership and members in managing culture and process and makes it more efficient.Teams of various kinds are the target of OD.It focuses on the human and social side of the organization and in doing also intervenes in the technological and structural sides.Ensures participation and involvement in problem solving and decision making by all levels of the organization, which is hall mark of whole process. withal focuses on total systems change and views organizations as complex social systems.It leads to a development that seeks the betterment of both individuals and the organization as a whole.The OD consultants/ practitioners therefore plays an important and vital role as such they are facilitates, collaborates, and co-learners with the client system. At the outset OD consultants seeks top managements commitment and consent to initiate the process.The major events in the process then includeSensingDiagnosingPlanningActionsEvaluationAdjustments, andRepeatingOD is an iterative process, it a journey not a destination. The goal of OD consultants is overcharging to make clients systems able to solve their problems through learning and teaching self-analytical methods. OD in fact is not one time process rather it relies on action research model with extreme participation by client system members to bring sustainable growth. The knowledge base of OD is extensive, dynamic, and consonantly growing. Today the organizations prefer for holistic action plan as compare to linear or cyclic kind of interventions. The holistic approach presents a theory that the universe and especially nature should be viewed as interacting wholes rather than as distinct parts. This approach definitely caters to dynamic and most contemporary te chniques for the planned change. in that respect are numerous models and several recent theories those promises planned change.Few are highlighted belowKurt Lewins swop ModelThree story theory of change was proposed by Kurt Lewin (founder of social psychology). Initially the theory was presented in 1947 and since then a lot of changes has been taken place in the original work. Actually there are various models of change which are based on the Kurt Lewin model. According to Kurt Lewin, change in organization is commonly referred to asUnfreeze, Change, and Freeze. Change entails moving from one equilibrium pourboire to another.Kurt Lewin model is useful to frame a process of change for people which can easily understand. Although this theory got so much popularity but it has been criticized for being too simplistic. The detailed explanation of each stage of the model is given belowStage 1 Un freezeUnfreezing is the first stage of Lewins Change Model. This stage focuses on the need for change and it is the starting point of change process. This stage emphasizes the importance of change and helps in moving move away from our current comfort zone. Change will not occur unless and until we understand the urgency of change. The more we feel that change is necessary, the more urgent it is and vise versa. When it becomes evident that the organization requires a change then the next step is to identify the pros and cons associated with the implementation of change. For example it would be wise to proceed with the change if the pros outnumber the cons before you take any action. This is the basis of what Kurt Lewin called the beat back Field Analysis. In field force analysis there are various factors related to the change. Some of the factors are in favor of change go others are opposing factors. A change cannot takes place unless the factors for change outweigh the factors against change. In the Unfreezing stage a department or an entire business moves towards dem and for change. The Kurt Lewin Force Field Analysis is a helpful way to know this process and there are ample of thoughts of how this can be done.Stage 2 Change or TransitionThe second stage of Lewins Change Model is a process of transition which is the inner movement or journey we make in reaction to a change. In transition process the current states is unfrozen and movement is started towards the new state. Lewin argued that the second stage is often the hardest as people are unsure or even fearful. Basically in this stage people are not much aware about the benefits of change so they are in the process of learning about the changes and require time to understand. In this stage people scan the environment for new relevant information and try to identify new role model or mentor. People must have clear picture of the coveted change so they dont lose sight of where they are heading. Using role models and allowing people to develop their own solutions also help to make the changes. Stage 3 Freezing (or Refreezing)The last stage of Lewins Change Model is freezing or refreezing. Once the change has been made, the next step is to freeze the change in order to establish stability. In this stage everything is going to settle down because people are in the process of accepting the new changes. Thus all the changes become new norms of the organization and people form new relationships. People will become comfortable with their routines but it will take time. Many people argue that there is no freezing because of dynamic environment in which things are changing very rapidly. Therefore there is always a continuous change and freezing has become a chaotic process in which great flexibility is demanded. In this way unfreezing for the next change might be easier. Lewins tried to reinforce the change and run into that the desired change is accepted and maintained into the future. Reinforcement is very important because people tend to go back to doing what they are used to doing.Effectiveness of Kurt Lewins Model of ChangeThere is lot of real life examples of Kurt Lewins Change model.Example 1 Continental AirlineBy applying the Kurt Lewins Change Model, Continental Airlines became Airline of the yr.The awards won by Continental so far include No. 1 Most Admired Global Airline from Fortune magazine (2004, 2005, 2006, 2007, 2008, and 2009), Airline of the Year by OAG (2004, 2005), Best Trans-Atlantic and Trans-Pacific Business Class among U.S. airlines by Cond Nast Traveler (1999, 2000, 2001, 2002, 2003, 2004, 2005, and 2006), and many others.Video available at http//www.youtube.com/watch?v=7wxKv6K1-V0Following is the another example of Kurt Lewins Change modelBy doing attitude and satisfaction survey in the organization of all staff, management may come to know that the moral of the staff members is quite an low and due to this risk of safety is quite high. This may hinder the change process.Similarly when information is being delivered to the fiel d, but negative events are continuing to occur, this may reflect to the management that the message is not being heard and some required changes are in order.During the unfreezing step generally most of the staff members and management are willing to change.Kurt Lewins model suggests that one of the best ways to motivate people to change is to first get people see the need for change. Even when a change if for the persons long term health benefits such a ceasing a bad destructive habit, few people ever change because someone else tells them to. People generally need to see for themselves the need for change, for the catalyst to occur, to provoke them to unfreeze.Educating employees in regards the pressures for change is a first step.Organization leaders will begin to highlight gaps between current and desired states and put forward a vision as it needs to be. They further express the change in terms of particular outcomes that the organization desired from its operation and employe es and their belief and confidence that these changes are possible.Before installing a new way of operations, the existing system needs to be broken down.At this stage, the goal of change agent is to create a strong reaction. To get the relevant staff management participated and examining the side quo. Create an environment on which people are forced to seek out a new and better way to do things. To re-set the normal order of things to new heights and standards.Tips to UnfreezeChange is necessary because the businesses, market or product are changing. Analysis should be carried out that what is required. Build an understanding.Existing attitude quo will be required to break down before developing new way of doing things.Guide the people to know and understand that the old ways cannot continue and prior poor results will be used. Message should be passed on. What, who, when, where, why and how changes and improvements are necessary.Regular and frequent communication lines will be open with all employees. In order to eliminate the barriers of change, open door policy will be introduced with the aim to allow the employees to feel comfortable in sharing their concerns with the leadership.Remain open and honest with feedback to staff and continue to build solid interaction with the affected groups.Build a guiding partnership and support from management and understand and consider the needs of stakeholders.TransitionDuring the transition phase we aim to shift or alter the behavior of theThere are at least three planned change models that have been identified by Cummings and Worley (1997) Lewins change model, the action research model, and contemporary adaptations of action research.Kurt Lewins Change ModelOrganizational change can occur at three levels- and, since the patterns of resistance to change are different for each, the patterns in each level require different change strategies and techniques. These levels involveChanging the individuals who work in the o rganization-that is, their skills, values, attitudes, and eventually behavior-but making sure that such individual-behavior change is always regarded as instrumental to organizational change.Changing various organizational structures and systems-reward systems, reporting relationships, work design, and so on.Directly changing the organizational climate or interpersonal style-how open people are with each other, how meshing is managed, how decisions are made, and so on.Whatever the level involved, each of the three interventions is needed to make organizational members address the levels need for change, heighten their awareness of their own behavioral patterns, and make them more open to the change process.Stage 1 UnfreezingThree ways of unfreezing an organization arei. Disconfirmationii. Induction of guilt or anxietyiii. design of psychological safetyDisconfirmation or lack of confirmation. Organizational members are not likely to embrace change unless they experience some need f or it. Embracing change typically means that people are dissatisfied with the way things are quality is below standard, costs are too high, morale is too low, or direction is unclear, for example.Unfreezing involves reducing those forces maintaining the organizations behavior at its present level. Unfreezing is sometimes accomplished through a process of psychological disconfirmation. By introducing information that shows discrepancies between behaviors desired by organization members and those behaviors currently exhibited, members can be motivated to engage in change activities.Induction of guilt or anxiety. This is a matter of establishing a gap between what is current but not working well and some future goal that would make things work better. When people recognize a gap between what is and what would be better and more desirable, they will be motivated via guilt or anxiety to reduce the gap. But disconfirmation and induction are not enough to accomplish the unfreezing stage. One more process is necessary.Creation of psychological safety. To face disconfirmation, experience guilt or anxiety, and be able to act or move, people must believe that moving will not bring them humiliation or loss of self-esteem. People must still feel worthy, psychologically safe. The consultant must be concerned with people not losing face and must take car that when people admit that something is wrong they will not be punished or humiliated.Stage 2 Moving (Changing)The second step, movement, involves making the actual changes that will move the organization to another level of response. On the individual level, we would expect to see people behaving differently, perhaps demonstrating new skills or new supervisory practices. On the structural level, we would expect to see changes in actual organizational structures, reporting relationships, and reward systems that affect the way people do their work. On the climate or interpersonal level, we would expect to see behavior patte rns that indicate greater interpersonal trust and openness and fewer dysfunctional interactions.There are two main processes for accomplishing this stageIdentification with a new role modelScanning the environment for new informationIdentification with a new role model, mentor, boss, or consultant to begin to see things from that other persons point of view. If we see another point of view operating in a person to whom we pay attention and respect, we

Elie Wiesel Holocaust Survivor Essay -- Essays Papers

Elie Wiesel Holocaust SurvivorAs war broke come in in Europe during 1939, no one could either imagine or believe the terror that Adolf Hitler would soon bring to the lives of Jewish people. Drawing from his paranoia and a fill for a world Nazi power, Hitler singled out the Jews as the cause for problems in Ger numerous and began to carry out his plan for the destruction of a part of humanity. Hitler not totally persecuted the Jews of Germany, but he overly targeted the Jews in Poland and other parts of Europe, such as Transylvania, which was the home of Holocaust survivor Elie Wiesel. Breaking his self-imposed vow of muteness in 1958, Elie Wiesel published Night which details his horrific experiences at the Auschwitz, Buna, and Buchenwald concentration camps during World War II. Deported from his home in Sighet, Transylvania when just a teenager, Wiesel along with many others struggled through bitter cold, inadequate meals, excruciating labor, and long journeys in overcrowded , filthy train cars. In Night, Wiesel not only details his horrific experiences, but also shows how the Jews first denied the Holocaust, next rejected God, and finally how fathers and sons struggled against each other for survival. Wiesel begins his story in 1944 with memories of his idol, Moesh the Beadle. Moesh talked for long hours with Wiesel about prayer, God, and Jewish books. Suddenly, one day all impertinent Jews were removed from Sighet and since Moesh was a foreigner, he was crammed into the overcrowded trains by the Hungarian police. As the train pulled away one Jew said,What can we expect? Its war.1 This comment displays the beginning of the defence force by the Jews. The community of Sighet talked of how well the deportees were doing as workers i... .... Frangsmyr, 1 23. Grolier Multimedia Encyclopedia. Grolier Electronic publication Inc., Danbury, CT. Bibliography- Arad, Yitzhak, Yisrael Gutman, and Abraham Margaliot. Documents on The Holocaust. Jerusalem, Israel Ahva Cooperative Press, 1981. - Frangsmyr, Tore. Biography of Elie Wiesel-Nobel Peace Prize-1986. Les Prix Nobel. http//nobel.sdsc.edu/laureates/peace-1986-1-bio.html (25 October 1998) - Grace, Richard A. Elie Wiesel Ellis Island Medals of Honor. http//www.neco.org/e.wiesel.html (25 October 1998) - Grolier Multimedia Encyclopedia. Grolier Electronic Publishing Inc. , Danbury, CT. - Holmstrom, David. conversations with Outstanding Americans Elie Wiesel The Christian Science Monitor. http//www.csmonitor.com (15 October 1998) - Wiesel, Elie. Night. New York Hill & Wang Publishing, 1982.

Rodin Essay -- Essays Papers

RodinLike most artists, Rodin was not an overnight success. Even though he was rejected numerous times from art schools because of his art style, he prevailed in the end. Rodin, like many artists, got their inspiration from other great and famous artists. In Rodins case, his inspiration came from Michelangelo. In Rodins more famous works, one can check up on the similarities betwixt the two artists artwork. Rodins parents were not wealthy, therefore, he was not able to attend an art school of his choice. His father, however, did send him to Petite cole, a training ground for commercial drawer and practiciens--cutters and finishers of work in stone. At the age of seventeen, Rodin won his first prize for a clay model and he came in second smudge for one of his drawings. His teachers at Petite cole encouraged him to try for the Grande cole des Beaux-Arts. He utilise, but was not accepted. Not giving up hope, Rodin applied two more times, but was rejected. Determined to make a living , he worked for a large commercial designer. It was there, that he created numerous objects with his hands anything from masks of gods to cupids. This is where he began to observe that he had a future in what he loved the most, art. Even though Rodin was an artist, his career did not take off so soon. When he was 22, his child Maria died. He anguished so much over her death that he decided to leave his art. He quit everything and decided to enter the mark of the Fathers of the Very Holy Sacrament. While living in the monastery, Rodin confided in Father Eymard, and he was the one that told Rodin to continue sculpting and not to give up. Rodin eventually realized that religious belief was not his calling and once he had enough capital saved up, he moved into his first studio. From that point on, he was fully committed to his artwork. Rodin express that it was so cold in his studio, (he could not afford to have heat) that he would wake up and see parts of his sculptures on the fl oor. Since I didnt have the money to have them cast, each day I lost precious time covering my clay with wet cloths. Despite that, at every turn I had accidents from the effects of the cold and heat. Entire sections detached themselvesheads, arms, knees, chunks of torso fell off I found them in pieces on the tiles that covered the floor .In 1864, Rodin created a masterpiece, something that would change his ... ...ed, he prevailed and was able to live happily considering what a hard life he had. Rodin died in November 1917 and his common-law wife, Rose, died in February of 1917. Rodin died with having completed over cd sculptures and 7,000 drawings.Two of Rodins most famous pieces of work were finally shown in the Salon in 1878, The Man with the Broken Nose and the Age of Bronze. I had a chance to see several Rodins and visit his home in paris last summer and while he may reflect Michealangelo ,it was clear ,no one could deny his endowment as a sculptor. His forms hold such a stro ng sense of motion and strength. My favorite would have to be his sculpture the Kiss, it stands in the garden deTolluries in paris and just left such a strong impression on me.Bibliography1.Cunningham, Lawrence and John Reich. Culture and Values A Survey of the Western Humanities. Vol. 2, fourth Edition. Forth Worth Harcourt Brace College Publishers, 1998. 2.HalWilliam Harlan and the Editors of Time-Life Books. The World of Rodin 1840- 1917.Virginia Time-Life Books, 1978. 3.Lampert, Catherine. Rodin Sculpture and Drawings. Hong Kong Kwong Fat Offset Printing Co. Ltd., 1986.

A Look At Picasso :: essays research papers

Picassos Guernica is unique and unlike any other photograph or painting of a historical war scene. Historical photographs show scenes and capture moments in season, but when viewing them an intangible wall exists between the watchman and the photograph. The fight between photographs and original paintings is that the painting allows the viewer to break through the wall and actually experience the feelings and emotions expressed in the painting. We only see what we look at and to look is act of choice. (Ways of tenderness push-down storage 8) The photographers way of seeing is reflected in his choice of subject, they are showing you what they want you to see. (Ways of Seeing 10) Photographs are taken for a reason there are many other angles or other scenes a photographer can choose from and it is up to the photographer to decide which one the viewer sees. In essence, the viewer only sees one aspect of the image captured with the lens of the camera. For example, when only the hea d of a fig is visible in a picture which appeals to visual thinkingas distinguished, for example, from a news photograph which many make use of the sense of sight merely for the purpose of informing us of what went on in a certain placethat figure is always to be seen as being incomplete. (Arnheim 11) The eye cannot continue beyond the borders of the photograph and the wholeness of the picture is lost.In a painting, the artist has painted all of the elements to be seen simultaneously. The attestator may need time to examine each element of the painting but whenever he reaches a conclusion the simultaneity of the whole painting is here to reverse or woodland his conclusion. (Ways of Seeing 26) A painting maintains its own authority, the painting does not capture momentary appearances it creates its own. In doing so the viewer becomes a part of the painting, when the viewer steps away from the painting he is no longer an influence or a part of the painting. Paintings can not be see n in cardinal places at the same time, when the camera reproduces a painting, it destroys the uniqueness of its image. (Ways of Seeing13) The uniqueness is destroyed because the painting now travels to the spectator rather then the spectator to the painting. The viewer, views it in his or her surroundings and it is influenced by their surroundings.

Essay --

Daniel Gatewood2/24/14Research Paper Who ever said a poor kid could not get famous? Louis Armstrong proves this wrong. He was born into a poor family in a poverty striken playing field, his dad left the family by and by he was born, dropped out of school in fifth grade, shot a gun in the air, got arrested, was sent to a property for boys, and still married quartette times and still became the most popular jazz trumpet soloist ever. Louis was born on August 10, 1901 in a section of New Orleans called Storyville, to Mayann and Willie Armstrong. The area he was born in was so poor and dangerous it was nicknamed The Battlefield.(Source 1) Louiss dad was a factory worker and left the family after Louis was born. His mother accordingly became a prostitute to support the family. Because of her unique occupation she was forced to leave her two children with their strict grandma, Josephine, who used to be a slave. Because Louiss family was poor, he a lot sang on the street as a young child for nickels and dimes, but had to drop out of fifth grade to get jobs to support the family. fleck doing these things he often could hear music of popular bands coming out of bars and restaurants. He soon found that his favorite musician was Joe King Oliver, the channelize in Kid Orys band. As a result of firing a gun into the air, at a New Years jubilance in 1913, Louis was arrested. He was sent to the Colored Waifs Home for Boys. There he was instructed on the tambourine, then the drums, next the alto horn, and finally the cornet. Louis play it so well, that the music professor made Louis the leader of the marching band. He played at picnics and parades in his home town of Storyville. Here at the home for boys, Louis first fell in love with mu... ... and twenty-five thousand people came to pay their last respects to this Jazz hero. On the whole, Louis Daniel Armstrong was undeniably magnificent. He went by dint of much criticism but still kept doin g what made him happy. He recorded for fifty years, performed an average of three hundred concerts a year, appeared in xxx films, and was the greatest trumpet soloist the world will ever know. He wrote two auto-biographies, ten magazine articles, hundreds of pages of memoirs, and thousands of letters without even going to high school. The effect of his purport was even greater, for now his home in Queens, New York is now a national landmark. Many biographies receive been written about him. Even many musicians have spoken their opinion on the effect of his life. However, Louis Armstrong would never have done any of this if he had not loved just making people happy.

Wis :: essays research papers

. What I Know My first introduction to Islam was when I heard that a new picture show would be coming out called Malcolm X. I heard it was supposed to be really good once the filming was finished. So I decided to make the book before I watched the movie so that it would be easier for me to understand it when I see it on the big screen. I borrowed the book from the library and I was really enjoying the book until I got half way through, to the point where the Nation of Islam teaches that white passel be devils. I was so disgusted, I didnt finish the book. Finally, the movie was about to be released and I saw the previews on television, plus the reviews in the paper. It looked appealing, and I heard that Malcolm X later dropped out of the NOI and realized that white people are not devils. So I decided to read the book again, and I was very pleased that I finished it this time. However, I did not chase after more endureledge on the subject at this time. Then when I entered Galla udet, I met a lot of people who were Muslim and I spent rather some time with them. I learned bits and pieces about Islam through socializing with them. I never really asked questions, maybe occasionally I would. I roll in the hay a little bit about women in general and even less about womens roles. My knowledge about Islam is superficial, but I want to know more in depth the soul of the Muslim Woman. I know that women must dress modestly and cover their hair. Only their face and hands fanny show. I also know that many men prefer or consider the main role of women is to stay home and take care of their husbands, children, and entertain the home. That practice is stronger in Eastern societies than in America. I understand that many non-Muslims stereotypically think that the way Muslim women are treated is derogatory, because of the way they dress, the roles they play in their community, the limits that society bestows upon them, and that they have few rights. My main goal is to se e why most women choose to stay in Islam and what is really behind the Islamic stereotypes. II. What I Want to Find Out I chose to pick Women in Islam as my topic because I have many Muslim friends and I think they are very interesting.