This essay is about how the media can make heroes out to be

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This essay is about how the media can make heroes out of the wrong people. The media consists of stories in newspapers, articles in magazines or even broadcast to the television.

The media makes heroes out to be brave, courageous, and muscular and all the things you wish you could be. However a hero is a person who is noble, or risks his or her life for others. S/he is someone to be admired. A hero can be anybody who has done something special. Berny Laplant was such a hero as he saved the life of fifty people.

Sometimes the media makes heroes out of people who have not done something good. For example, it can glamourise people who look good or have a lot of money. This happened in 'Accidental Heroes', the real hero was overlooked because he didn't look like a hero that could save fifty people who were on the flight 104.

When the media writes stories, it does not always tell the real or complete story. It only wants the more exciting pieces of the story to attract readers and viewers. An example of this is when Gail Gayle wrote the story about John Bubba, who claimed to be the hero of flight 104. However, John Bubba didn't do what he claimed. The media believed John Bubba's story because he sounded very realistic. He also had the matching shoe that the real hero, Berny LaPlant, had thrown into the back seat of John Bubba's car. The media had found the other shoe that Berny lost whilst he was saving all the people in fight 104.

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The real hero, Berny LaPlant, didn't look like a hero or act like one. Berny saved over fifty people, but the reporter Gail Gayle and the media didn't believe him because he had a police record for buying stolen goods. Instead of researching and finding the real story, all the credit was given to John Bubba. The media did not try to uncover the truth primarily because Bubba acted and even spoke like a hero and everyone believed him. John Bubba lied to claim the reward of one million dollars. John Bubba went from homeless to a hero. Once John Bubba was cleaned up, he didn't look homeless, he looked like someone you could admire and all the people believed he was the hero. This demonstrates how the media may not always publish the full story. Sometimes, they will even make the story believable or adapt it for the reader or viewer's enjoyment.

John Bubba started helping people. For example, he gave blankets to the homeless, and visited the sick in hospital.

Berny LaPlant, who was the real hero of flight 104, did not seem like a hero. He was small and rough looking. He thought about himself. For example, he took off his shoes before he saved all the people from flight 104. He was also a criminal about to go to jail. However, he admired John Bubba because he could not visit the sick and talk to them and give them love like John did.

In 'Accidental Heroes', John Bubba was overwhelmed by all the fame. He felt guilty because he didn't really save all the people on flight 104. John Bubba was going to commit suicide until Berny LaPlant came out onto the ledge with him. LaPlant told Bubba that he was really a hero because he helped and inspired a lot of people. For example, Bubba inspired others and gave blankets to the homeless and told all the television viewers things that made them proud to be Americans. The media glamorized John Bubba to be everything the readers and viewers wanted.

The media can make heroes out to be the wrong people. This is what Gail Gayle did in 'Accidental Heroes'. Despite Gail Gayle knowing Berny LaPlant was the real hero, she still reported that John Bubba saved all the peoples lives. This was because Berny couldn't live up to the life of a hero and did not have the image of a hero. Berny LaPlant was overlooked and John Bubba was portrayed as the hero. This can happen because sometimes the media does not always have or want the full story.

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What problems did Germany face after ww1 and how were they overcome?

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What problems did Germany face after WW1

and how were they overcome?

A 'crisis is strictly the point in a disease where the patient is finely balanced between recovery on one side and death on the other. The Weimar republic experienced two periods of crisis. The first was between 11-1, from which it recovered. The second, between 1 and 1 killed it. The crisis of 11- had three causes. One was an external cause, which was the treatment of Germany by the allies. The others were internal, economic collapse and the political putsches; all of these were interconnected. Germany had surrended to the allies on 11 November 118, two days after the formation of the republic. In June 11 the terms of the treaty of Versailles were announced and Germany was held to be 'guilty' of causing the First World War and all of the damage resulting from it. Hence, the German nation was expected to pay compensation.

The aim of this essay is to investigate the problems that Germany faced after world war one and how they were overcome between the years 118-10.

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The Weimar republic was born out of Germanys defeat in the First World War. The German armies had failed to break through the western front against Britain and France. The German people had also suffered great hardship and starvation as a result of a blockade of their ports by the British navy. As a result it was inevitable of German failure and on November the Kaiser abdicated and fled to the Netherlands. Due to the chaos of the collapsing Reich, a new government somehow had to be formed. There were two main possibilities of a government. One, being a formation of a democracy advocated by the social democrats, which at that time were the largest political party in Germany. Another possibility was that Germany would become a communist State, this was the ambition of the Spartacus league led by Rosa Luxemburg and Karl Liebknecht. In January 11 the spartacists tried to seize power with an armed uprising in Berlin. It was the freikorps units that suppressed the spartacist revolt in Berlin, they were seen as numerically weak and the task was not a demanding one in military terms. January 11 showed the freikorps to be ruthless and vindictive by their actions. Their principal victims were Liebknecht and Luxemburg, they were arrested on 14 January and both shot. Their murder had important political consequences. It had poisoned relations between the KPD and the SPD- on whose behalf the freikorps were acting. It also helped to create an atmosphere in which thoughout the Weimar period collaboration of any kind between the two parties was out of the question.

The treaty was signed on June 8th 11.Lloyd George of Britain, Clemenceau of France and Woodrow Wilson of America had conspired together to set the retributions to Germany. They had different arguments and views to put forward but Clemenceau of France had one simple belief, that the only way to gain satisfaction was to destroy Germany. He had seen the north east corner of France in devastation and was determined that Germany would never get the opportunity to do the same again.

To the extreme right the peace settlement was a 'shameful peace', for which the Weimar republic was unquestionably to blame. After 11 democratic politicians who had agreed to the armistice in 118 were constantly put down by the extreme right as the November criminals. When the allies' peace terms were published in May 11, they were condemned not only by the extreme right, but by all political opinion in Germany. There was objection not only to the terms of the treaty but to the manner it was made. When Germany agreed to the armistice, it was assumed that were would be negotiations with the allies. It was further assumed that these negotiations would take place on the basis of Woodrow Wilson's fourteen points. The Versailles treaty was branded a diktat- a dictated peace.

The first of Germanys punishments was the guilt clause where they had to admit full responsibility for starting the war. This also leads onto stating responsibility for all of the war damage, which meant that Germany had to pay reparations. The bulk of which would go to France and Belgium to pay for the damage done to the infrastructure of both countries by the war. The figure was not set at Versailles, it was determined later. The figure was eventually put at £6,600 million, a huge sum of money well beyond Germanys ability to pay. Germany had lost a large amount of territory. Alsace and Lorraine were given to France; Eupen and Malmedy to Belgium; and Posen and West Prussia to Poland. All of Germanys overseas colonies were given to the victors, especially Britain and France, as Mandates, held in trust until they were ready for independence. Germany was also cut back severely as a military power. It was allowed a navy of only six battleships, an army of no more than 100,000 volunteers and no airforce at all. The Rhineland, which was the borderline between France and Germany, was demilitarised to protect France. The German people found these terms extremely difficult to accept. The Government complained that it had no choice but the popular press called for revenge, at first against the allies, but later against the Government which had signed the treaty.

The outcome to this was predictable and in March 10 Wolfgang Kapp marched on Berlin with 5,000 supporters intending to set up a right wing government. The Government withdrew to Dresden and called for a general strike of German workers. Without these Kapp could not hope to govern, and so gave up and fled abroad. This was the first of many attempts to try to overthrow the Republic. He blamed it for the surrender of Germany and the Treaty of Versailles. Kapp spread the false accusation that the German army had been Stabbed in the back' by German politicians. By this they meant that the Government had surrended while the army was still willing to fight. The right however, did not succeed in destroying the Republic with this lie in the early 0's. There were two reasons why the Weimar republic survived in 10. First, the working class rallied to its defence and secondly Kapp had the support of only a minority of the extreme right.

The outcome of the threat from the left parties, was a positive one for Germany as they were never in really serious danger of succumbing to communism in 118-11. One of the reasons for this is that the KPD lacked popular support. The highest share of the vote it received in the Reichstag elections of the 10's was 1.6%. Another reason is that the KPD were poorly led. Liebknecht and Rosa Luxemburg did not control or direct the Spartacist rising to any great effect in early 11.

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Communication

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Many historians and scientists believe that in the beginning of human existence humans did not use language as a form of communication. Instead, it is believed that they used other forms of communication such as sign language, symbols, signs and pictograms. But to the devoted Muslims, Christians, Jews and maybe some other religious, they believe that Adam, the first human, used a language as a mode of communication. Whatever the truth is, we can conclude that communication existed since the very beginning of human existence. Be it the sign language, symbols, pictograms or even verbal language itself, all intended like what Webster and other dictionaries define which is "giving and exchanging information or ideas".

Based on the above definition, it is very safe to say that communication play a vital role in our daily lives. In fact, the ability to converse or communicate is one of our greatest, if not our greatest asset in lives.

Since the very first existence of Adam and Eve, human has to interact with others. It is a psychological need. No man can survive not interacting with others. Try doing that for a few days, we will surely go haywire. How do we interact with others? The answer is communication. Through communication we live our daily lives. But to live life to the fullest and to excel in any walk of lives, we have to have the skills of effective communication. But before we explore further on the skills of effective communication, let us discuss first the roles communication play in our daily lives and the key to know the roles of communication in our lives is to know why we need to interact with others.

Why do humans need to interact or communicate with others? The very first reason to that question is that humans need to fulfill their psychological needs. It is one of our basic needs; we have to have contacts with others. The second reason is that through communication we can exchange or share information or ideas with others. The third reason is that communication helps us build relationships with others and fulfill our social obligations to the society. The forth reason is that through communication we will learn to face conflict in our lives and through it we will learn to manage the conflict. The fifth reason is that we use communication to know about ourselves. When we interact with others, we will definitely get feedback from them. Through feedback, we will know about ourselves and about what others think of us. The sixth reason is that we communicate to influence or command others to do whatever we want them to do. Many successful people have this powerful skill. To name a few, Henry Ford, Bill Gates, Abraham Lincoln, Ghandi and Dr. Mahathir. The last reason, and by far the most important role of communication in our lives, is that communication helps us get whatever we need in lives. Just imagine what will happen to a baby if he or she cannot cry to convey to the mother that he or she is hungry. Awful right?

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Now that we know the reasons we interact with others or in other words, the roles of communication in our daily lives, let us explore the subject of effective communication skills. Firstly, we have to examine the causes of misunderstandings or miscommunication. Knowing these causes will help us to improve our communication skills. The first cause of miscommunication is when the receiver or listener does not listen effectively. This miscommunication usually occurs when the interest level of the receiver is very low. Distractions from outside sources when the interaction takes place also might lead to miscommunication. Self talk by the receiver when the sender is communicating, mismatched non-verbal language by the sender, inappropriate delivery by the sender, habit pattern of not listening by the listener, the listener stop listening because he or she is simply waiting to speak and defense mechanism created by the receiver to block out the message also contributed to misunderstandings or miscommunication in a communication.

Second cause of miscommunication is when the sender or communicator doesn't take 100 percent responsibility for the creation and delivery of the message. He or she does not structure the message properly so that the message interacts with the thinking process of the receiver. When this happen, miscommunication will

Please note that this sample paper on communication is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on communication, we are here to assist you. Your cheap custom college paper on communication will be written from scratch, so you do not have to worry about its originality.

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How did Hitler turn Germany from a democracy into a dictatorship between 1933 and 1934? How far did he have full control by 1934?

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Hitler only took eighteen months to collapse the Weimar democracy between February 1 and August 14 and to establish his own dictatorship. These changes all began from Hindenburg appoints Hitler as the German Chancellor.

Hitler's powers increased enormously between 1 to 14. But it wasn't easy for him, he had to go over some obstacles. His first step to dictatorship was really the most difficult one. At the start of 1, Germany was a democracy, this means the system of the government by the whole people of a country through representatives whom they select. So, Hitler could only make laws if the Reichstag agreed to them. At that time more than half the seats in the Reichstag belonged to parties which doesn't agree with Hitler's ideas, he was not happy on the amount of seats he has in the Reichstag. As the Chancellor of Germany, he arranged for a general election to be held in March 1. In this election he hoped that his Nazi Party would win a major victory and will get a majority of the seats in the Reichstag. A week before the voting day, Hitler's luck began. The Reichstag building went up in flames. Marianus van der Lubbe, a communist, was caught on the scene with matches and fire-lighters in his pockets. Hitler saw this as an opportunity to blame on the other parties, so he said it was the start of a Communist plot to take over the country. So, he went to President Hindenburg and asked him to make a special law, the Law for the Protection of the People and State. Hindenburg was the only person who had power to enable new laws in an emergency, even if the Reichstag didn't agree. Hindenburg did not realize that this law would help Hitler become a dictator, so he made the law that Hitler wanted. This new law banned Communists and Socialists from taking part in the upcoming election campaign. Four thousand of them were throw into prison. But the results of the election weren't good. As a result of banning the Communists, Hitler and the Nazis won just under half the vote. It wasn't what Hitler wanted, he wanted more. But it was good enough to persuade the new Reichstag to agree to the Enabling Act on rd March 1. This will let Hitler make laws without asking the Reichstag. So now Hitler can do whatever he likes to his opponents without worrying what the Reichstag and Hindenburg thought of him.

Hitler used this law to get rid of anyone and any parties that got in his way to total power. On 7th April 1 he put Nazi officials in charge of the local governments which ran Germany's regions. On nd May he closed down trade unions, took away their finances and put their leaders in prison. In this period, Hitler also ordered to publicly burned books by Jewish authors in Berlin. This will mean that he gets censorship, so the German people can only read what Hitler wants them to read. On the 14th July, he made a Law against the Formation of New Parties. This means that the Nazi Party was the only party allowed to exist in Germany, anyone trying to set up or run a new party would be punished with three years hard labour. Now, Germany became a one party state. The Nazi Party even controlled the police force of Germany.

Hitler made Germany into a one party state but he had problems to deal with in the Nazi Party. Two million people of the Nazi Party were Storm Troopers. Their leader Ernst Roehm, wanted to make his Storm Troopers part of the Army. But Hitler and the army generals hated this idea because this would make Roehm the most powerful man in Germany. Some other reasons why Hitler didn't like the SA were that he no longer trusted them, Rohem wanted to push Hitler into certain policies which Hitler thought unwise and the dislike of the reputation of many SA leaders may have been a cause for the Night of the Long Knives . In the morning of 0th June 14 (also known as 'The Night of the Long Knives), Roehm and the other SA leaders were arrested on Hitler's orders, they were taken to prison and shot. Over the next few days, about 400 people were arrested and executed in the same way. The killings were done by the SS, the finest people in the army. Now, they were Hitler's own bodyguards.

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On nd August, President Hindenburg dies from old age, aged 87. Hitler immediately took over and merges President and Chancellor into one role, gave him self the title 'Fuehrer and Reich Chancellor. On the exactly same day, the officers and the men of the army makes a personal oath of allegiance to Hitler.

Hitler now has the total power on the political side, but he still hasn't got the total power of the people of Germany.

Even though Hitler had made a major triumph on the political side of Germany, he didn't have complete control over Germany by 14. Hitler didn't have the support of all the people of Germany. He wasn't really far from full control over Germany. So, he would have to control of all forms of expression and communication. This was done by propaganda and censorship. This was controlled by Gobbels, the head of the Nazi Ministry of People's Enlightenment and Propaganda. So he tried a few propagandas to gain the people's mind towards Nazi. He used the radio to broadcasts his speeches, it would have been listened to by workers, pupils in the classroom and families at home. Hitler had full control of the arts, he burned works from writers and only allow works that Hitler would like the people to read. He had control of the universities, nazi interfered with researches in the universities. He also had the control of the press, they make sure that all news from officially approved agencies. Journalists were directed by the press department of the Ministry of People's Enlightenment and Propaganda and were given regular briefings on what line to take in their articles. Hitler made mass rallies throughout the country to glorify Nazi rule.

By August 14, Hitler had the control of the political side of Germany, but he didn't have the full control of the people's mind. So, he didn't have full control of Germany yet, he had about ¾ of complete control. Another ¼ was the people's mind, he expand this by doing propagandas. His position in people's mind are uprising .

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INTERVENTION PLAN – MACMAN OUTFITTERS

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EXECUTIVE SUMMARY

The concept of organisational change is in regard to organisation-wide change, as opposed to smaller changes such as adding a new person or modifying a work programme. In the case study, organisational change needs to takes place due to the takeover of MacMan Outfitters by Men's Wearhouse. MacMan must undertake organisation-wide change to evolve from a highly reactive, entrepreneurial organisation to a more stable and planned development.

Successful change must involve buy-in from top management and this is illustrated in the intervention plan detailed in this report. Usually theres a champion who initially instigates the change by being persuasive and consistent and in this case, Thomas and Henderson of Men's Wearhouse fulfill this role. Change is usually best carried out as a team-wide effort as is pursed in the intervention plan. Communications about the change should be frequent and with all MacMan employees.

The best approaches to address resistance to change have been proved through increased and sustained communications and education. A plan should be developed and communicated.

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TABLE OF CONTENTS

Page number

Introduction 5

Short term intervention plan 6

Summary 6

Specific objectives 6

Analysis of short term objectives 6

Medium term intervention plan 10

Long term intervention plan 17

Conclusion 1

Appendix A 0

INTRODUCTION

Men's Wearhouse, an American based company, has succeeded in achieving a progressive financial growth despite the declining economy of the clothing industry showing an annual growth of 6%. The company has achieved success through recognition of its staff and reinforcement of its operational values.

Men's Wearhouse has grown into the South African market and acquired MacMan Outfitters (Pty) Ltd. This report outlines recommendations, based on the fundamentals of the Lewin's change model, on how to implement an intervention plan at MacMan Outfitters over a two year period. The report outlines the short term, medium term and long term strategy recommended for the takeover of MacMan Outfitters.

The Lewin's change model includes three stages of change management unfreezing, changing and refreezing. The unfreezing stage creates the motivation to change and this includes interventions like benchmarking. The changing or movement stage involves learning and providing staff with new information to assist them to learn new concepts. The refreezing stage is when change is stabilised by helping employees to integrate the changed behaviour into their way of working.

One has to bear in mind that MacMan Outfitters has been long established in the clothing industry and it will not be easy to implement new changes and values in the organisation. But owing to its current financial status and business strategy changes have to be made to ensure the future for the company.

This report is based on the assumption that Men's Wearhouse has conducted a pre-survey of the various aspects of MacMan outfitters prior to purchasing the company.

SHORT TERM INTERVENTION PLAN (up to 6 TO 8 MONTHS)

Summary

Men's Wearhouse has a solid values system within the organisation which contributes to its success in the clothing industry. During this first 6 to 8 months of the transition takeover, staff at MacMan Outfitters need to be introduced to the benefits of working the way staff do at Men's Wearhouse. In other words, benchmarking exercises need to be implemented to create motivation to change.

Specific objectives

 Disconfirmation - must arouse what we can call survival anxiety or the feeling that if we do not change we will fail to meet our needs or fail to achieve some goals or ideals that we have set for ourselves (survival guilt).

 Unfreeze employees attitudes and motivate staff to change

 Men's Wearhouse needs to devise ways to reduce barriers to change keeping in mind the South African culture

 Early stages of implementation of change intervention

Analysis of short term objectives

Month 1

Initial contact with management

 Staying in line with the Men's Wearhouse policy of providing in-house training, Thomas and Henderson need to introduce themselves to the management of MacMan's outfitters at a seminar. Management from the 85 stores nation wide should be invited to attend a four day seminar introducing Men's Wearhouse. This should be held on neutral ground, for example, at a remote conference facility providing an idyllic setting.

 At this four day seminar, videos and open discussions should be used to convey the values and policies of Men's Wearhouse. Bearing in mind that change starts at the top and without buy-in from the management team, it would be difficult to have buy-in from other staff.

 Day1 Introducing Men's Wearhouse and Thomas and Henderson as the champions of the organisational change intervention.

Media used could include Videos, interactive exercises showing how the values and policies work for Men's Wearhouse.

Networking sessions within the group is also important and time should be set aside on each of the four days during the seminar to accommodate this.

Day Introducing specific strategies at Men's Wearhouse Marketing, Staffing structure, Compensation, Training and career development, Performance management, Leadership and communication.

Provide a planning session on these issues to encourage management to identify ways that these policies could be implemented within the organisation within the South African context.

Day Continue discussions on implementation and devise strategies for implementation.

Gala dinner - social reinforcement of what has been discussed in the formal sessions.

Day 4 Presentation of different ideas on implementation and presentation of a plan on the way forward for the organisation, including a vision and mission statement. Thomas and Henderson need to present the way forward for the intervention process taking into consideration the ideas put forward by the management team. At the end of the day, management could be issued with a token of appreciation, for example, a company branded golf shirt (MacMan outfitters branding).

 When the management team leave the seminar, they should be enthusiastic about the takeover and should be convinced that by adopting the values and culture of Men's Wearhouse will not only develop MacMan Outfitters to become a leader on the South African market but also be a benefit to staff development. They should also be prepared to communicate to employees that job security should not be a concern based on the Men's Wearhouse policy on staff training and development. The issue of retrenchment would be huge concern for permanent staff that have had years of service at MacMan. By management conveying this message early, would assist with less resistance to the change intervention.

Month to 6

Contact with employees at MacMan Outfitters

 Thomas and Henderson would have to use their new found ties with the management team to set up smaller seminars to meet with staff at all the stores nation wide. These seminars would entail meeting with all staff at each store, including the casual staff to introduce Men's Wearhouse and the policies and values that would be introduced to the company. All this would be done with the backing of the management at each store. By management showing innovation during this time, would encourage staff to be open to the new concepts being introduced and would facilitate change.

 The two day seminar held at each store should be consistent at each store and the following should be communicated

1. Introduction to Men's Wearhouse. Media used could include videos and past newsletters.

. Policies and values of the company and probing for similar policies and values within MacMan's. By doing this, the "survival guilt" will be exposed as at the management seminar.

. Discussion around issues such as staffing structure, compensation, training and career development, performance management, leadership and communication.

4. Open communication should be encouraged to give staff the opportunity to ask questions and make recommendations on burning issues.

5. Clear presentation of the change intervention process.

 Employees need to come away from these seminars with renewed hope for their jobs and the survival of MacMan Outfitters and with a vision and mission for the company.

Month 7 to 8

Based on the communications with management and staff and the enthusiasm shown, Thomas and Henderson could proceed to the next stage in Lewin's change model. That is, the changing or movement stage. The following are facilitated in the early phase of this stage of the change intervention

DEVELOPMENT OF ORGANISATIONAL MISSION, VISION AND POLICIES

Once the initial contact with management and staff is complete, the vision, mission and policies of the company need to be formalised and communicated to staff. Communication could be in the form of a booklet or in-house video that is tailored to suit the South Africa context as discussed in the manager and staff seminars.

DEVELOPMENT OF THE ORGANISATIONAL STRUCTURE

 In liaison with the management team, Thomas and Henderson need to construct a clear organisational structure and convert key positions to full time positions, reducing the high complement of casual staff within MacMan Outfitters. The structure of individual stores would include appointing managers, assistant mangers, wardrobe consultants and tailors. This would be in line with the Men's Wearhouse concept of internal management.

 The full time staff must be sourced from the casual labour so as to keep in line with the Men's Wearhouse policy on employment but also bearing in mind the affirmative action criteria requirement in South Africa.

 Selection of store Managers must be by a strict interview process and obtain the right people for the job within the existing staff complement. Staff may be moved to other stores or suitably repositioned by attaching promotions to their status.

 Selection of store staff must be done by the appointed manager of the store in accordance with the new structure agreed upon.

 Create the concept of "wardrobe consultants", as is the case at the Men's Wearhouse group.

 Introduce training of all managers and staff using the appropriate promotional in-house videos. Managers must also be encouraged to assist junior staff with training and development in the long term.

MEDIUM TERM INTERVENTION PLAN (8 TO 16 MONTHS)

MacMan Outfitters has its own associated areas of concern within the company, i.e. salary discrepancies, lack of a performance management system and participative team building and staff turnover and absenteeism is high.

By application of the 4-P cycle of strategic results (continuous improvement) which focuses on people, products, processes and productivity the following should be facilitated in the medium term to address these issues mentioned above

People

Skills development (month 8 to 10)

 A training schedule needs to drawn up to ensure that staff are appropriately trained and have the necessary tasks to perform the job. These training schedules need to be job specific and could be sourced from Men's Wearhouse training programmes that are already established.

 Store managers' training could include media such as promotional videos and hands-on training at stores within the Men's Wearhouse chain. These managers should then be encouraged to return to South Africa and act as mentors and train store staff in the "new" techniques.

 Training for staff within the stores could also include exposure to in-house video training as well as mentorship from store managers.

Motivation

Motivation is defined as "psychological processes that arouse and direct goal-directed behaviour."

Terence Mitchell (well known OB researcher) proposed a broad conceptual model explaining how motivation influences job behaviours and performance

Individual inputs and job context are the two factors that influence motivation which then leads to motivated behaviours and then affect performance.

The model highlights four issues

 Motivation is different from behaviour

 Behaviour is influenced by more than just motivation

 Behaviour is different from performance

 Motivation is necessary but insufficient contributor to job performance.

It is important to understand motivational theories in order to guide employees to realise organisational goals and objectives.

By using Locke's Goal-setting Theory described below, Thomas and Henderson would be able to implement a similar incentive plan at MacMan as is the case at Men's Wearhouse where staff are awarded commission based on various performance criteria as described in the case study.

Locke's Goal setting theory

 • Task goals = performance targets for individuals or groups

 • Task goals can be motivating if

' properly set

' well managed

 • Goals clarify role expectations

 • Participation is important

' Increased understanding of difficult goals

' Greater acceptance & commitment to them

Thomas and Henderson should keep in mind that 1. Difficult goals lead to higher performance than easy or moderate goals but these goals should also not be impossible to achieve. . Feedback to staff enhances the effect of specific, difficult goals. . Goal commitment and monetary incentives affect goal setting outcomes. 4. Performance goals must be under the control of the employee. 5. Goals must be quantifiable and measurable.

Besides setting monetary performance targets, the following salary related schemes should also be included as part of the monthly package to encourage staff to remain with MacMan Outfitters

 Profit sharing schemes

 Bonus plans and company profits

 Retirement programme

Teamwork (Month 15 to 16)

Two effectiveness criteria for work teams are viability and performance according to the ecological model for work team effectiveness. A work group is viable if its members are satisfied and contribute to a common goal while the performance criteria are met if the group satisfies its customers. In order for group members to be satisfied, they require an organisational support system.

Effective teams are defined by the following characteristics

Clear purpose, informality, participation, listening, civilised disagreement, consensus decisions, open communication, clear roles and work assignments, shared leadership, external relations, style diversity, self assessment.

Cohesiveness is defined as "a sense of we-ness that helps a group stick together." Cohesive group members stick together because they enjoy each others' company and/or they need each other to accomplish a common goal.

There is a significant relationship between cohesiveness and performance whereby the commitment to a task among group members strengthens the cohesivenessperformance linkage. Success builds group cohesiveness.

A team building exercise should be initiated for the company starting with the management team and should then be extended across to all staff within the company and maintaining teams at store level. The ultimate objective of this exercise is to rejuvenate the staff and produce high performance teams within the organisation.

In accordance with Richard Beckhard (an authority on OB), the following four purposes for team building should be kept in mind when undertaking a team building exercise

 Set goals and/or priorities

 Analyse or allocate the way work is performed

 Examine the way a group is working and its processes

 Examine relationships among staff

The following should be resolved in the team building exercise

 A vision, mission and goal need to be clearly defined and accepted by everyone to give the team a sense of cohesiveness working towards a common goal.

 The climate should be informal, comfortable and relaxed.

 Staff must feel that they are free to participate in open discussion and be encouraged to make a valuable contribution to the organisation.

 Expectations and roles of staff must be clearly defined.

Greater self management

This habit would be encouraged by the introduction of the values being introduced from Men's Wearhouse

 Development and training of casual labour so that if there is a vacancy, it can be filled by the casual assistant rather than "new blood" as is the case with MacMan. This encourages casual staff to be more conscientious keeping in mind that they may be permanently employed if there is a vacancy.

 Learning is encouraged from mistakes rather than ridicule thus introducing a culture of continuous improvement and self development.

 Introduction of incentives for all staff members would encourage greater self management and performance

 By the company showing a genuine interest in their employees via the various mechanisms mentioned above, employees self-esteem and self-image are boosted which in turn leads to increased personal responsibility for organisational outcomes.

Products

In accordance with the 4-P cycle, with the improvement of the people issues within the company, a definite shift should be evident in customer satisfaction and quality service. Customers should be seeing a difference within MacMan Outfitters within the first 10 months of the change intervention.

The following should be communicated to store managers

 Prices are set to 0-0% below retail prices

 Only one promotional sale will be held in January of each year

 Adoption of the repair for life on a garment as per the Men's Wearhouse policy

 Advertising is only done through television and radio

Processes

Processes to be improved are as follows and these should be addressed during this medium term intervention and taken through to the long term

 Using the contingency model for selecting communication media, it is suggested that the face-to-face approach be used within MacMan Outfitters. In this case the richness of the medium is matched with the complexity of the situation. This way staff has immediate feedback and the communication is more personal.

The hierarchical communication pattern describes exchanges of information between managers and the employees they supervise. At MacMan, this communication pattern needs to be reinforced. Managers need to provide the following downward communication job rationale, organizational procedures and practices, feedback about performance, communication of goals.

This information is not being disseminated to employees as is evident in the case study.

Employees need to communicate information upward about themselves, co-workers and their problems, organisational policies and what needs to be done and how to do it.

 The communications department within the HR department of the company would be responsible for following through on the following communication within the company

 A monthly newsletter similar to Clothesline (Men's Wearhouse) could be implemented to convey news on different aspects of the company encompassing all 85 stores nation wide.

 Staying in line with communication strategies at Men's Wearhouse, videos could be encouraged in house to communicate inspirational news and sales ideas to staff spread across a wide area.

 Mentorship of staff should be encouraged by Thomas and Henderson during this phase of the intervention as this is one aspect that needs to be drawn through as a long term company objective to remain in line with an organisational culture that supports their people asset.

 Management should be assisted with setting up small off site activities for staff who should be encouraged to socialise at sessions of hockey, soccer, indoor cricket or even indoor golf.

 MacMan managers must also be encouraged and shown how to go about becoming integrated into the work systems of MacMan and being viewed almost as a peer rather than as the boss/ employee scenario. This is encouraged to create that sense of servant leadership.

Weekly and monthly internal store management meetings could be introduced to keep staff informed of store sales figures and the other day to day running of the store. Bi-annual inter-store management meetings could be set up to to discuss different trends within the organisation and promote information sharing.

Productivity

As a result of the processes above being implemented, one should see the benefits of the more efficient use of human resources by showing appreciation of this important resource within the organisation.

LONG TERM INTERVENTION PLAN (UP TO 4 MONTHS)

This long term plan would constitute Lewin's refreezing stage of organisational change where change is stabilised by helping employees to integrate the changed behaviour into their way of working.

Empowering management

 Thomas and Henderson need to monitor the culture of interest within the management team and encourage them to take an interest in their external environment and valuing the process of awareness of related industry changes

Maintaining the interventions thus far

 Communication - Performance shortfalls should be perceived as opportunities for learning and not bringing people down.

 Verbal feedback in store to staff on performance on a monthly basis will reinforce the company bonus structure and prove that a bonus strategy can work.

 Support for new ideas must be encouraged and thus remaining in line with the culture of the organisation for promoting personnel. A suggestion scheme could be introduced that either has a monetary value or some other incentive attached.

 Accessibility to information and open boundaries of communication should be instituted at management level and constantly reinforced by example to show interest and willingness for participative management. Journals or books available within the industry could be made available to staff at the common tea area for perusal and the in house video would also facilitate this kind of communication.

 Ongoing training and advancement of staff within the organisation from the casual staff to management will facilitate commitment to the organisation as staff would feel that they have a stake in the business. An induction course for new employees detailing the values and culture of the organisation, sales strategies and organisational structure should be designed to facilitate training of new employees thus maintaining the values at the entry point into the organisation.

 An annual management conference/ seminar could be initiated to review the organisation vision and mission. This could involve staff participation with management before the conference in order for staff views to be considered.

 And to end on a more festive note, in store Christmas parties are always a good long term objective to keep the spirits up and facilitates off site communications!

CONCLUSION

In order for the intervention plan to be successful, Thomas and Henderson have to implement the plan with the assistance of the existing management team at MacMan. By introducing external organisational consultants to lead the intervention, would not only be in contrast to the Men's Wearhouse policy but may also create a feeling of apprehension with MacMan employees. It could create this sense of already using external resources as opposed to working from within and thus increase the fears of uncertainty of long term employment once the takeover has been accomplished.

This intervention plan follows the Lewin's change model from the unfreezing stage where benchmarking is crucial, through to the change/ movement stage where staff motivation is vital and then to the refreezing stage where we see long term benefits of the change intervention.

BIBLIOGRAPHY

Organisational behavior / Kreitner, R, Kinicki, A & Buelens, M. nd European

edition. McGraw Hill, 00

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Quality

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Krispy Kreme Donuts

History

Vernon Rudolph founded Krispy Kreme in 1 in Kentucky. In the mid-10's he moved the to Nashville, Tennessee where it became a family operated business. Two additional shops were opened in Georgia, and West Virginia around this time. These shops originally sold only to grocery stores. In 17, Rudolph opened his own shop in Winston-Salem, NC. He began his shop with $5 and by borrowing the ingredient's he needed from a nearby grocer. He soon became so busy that he began selling doughnuts from his shop window. According to the Krispy Kreme web site (KK1), this marked the beginning of Krispy Kreme's retail service. In the 150s the doughnut making process was automated with the creation of the automatic doughnut cutter. Also according to the web site (KK1), this equipment was the foundation of the doughnut-making process used by Krispy today. In 16 the equipment was replaced by a system, which used air to force the doughnuts from the hopper to the trays instead of cutting them. In 176 Beatrice Foods Company bought the Krispy Kreme Corporation. Then in 18 a group of Krispy Kreme franchisees bought the company back from Beatrice Foods.

The Company

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Headquartered in Winston-Salem, North Carolina, Krispy Kreme produces over 5 million donuts daily (KK1, 00). With locations in 6 states, the company is seeking to open franchises around the world. Currently, however, the only franchises outside the United States are in Canada.

The company is a "branded specialty retailer of premium quality doughnuts" publicly traded on the New York Stock Exchange under the symbol of KKD (Yahoo Finance, 00). With just under .5 million shares initially offered in June 001, there are now only years later - almost 7 million shares outstanding. Operating on a fiscal year of the last Monday in January through the last Sunday in January of the following year, Krispy Kreme employs over 00 persons in America and Canada.

Each of the company's 45 franchises can produce daily between 4,000 and 10,000 donuts each. Krispy Kreme also sells its products from stores other than its franchises, such as grocery stores and gas station convenience stores.

Mission, Vision, Goals, and Objectives

Krispy Kreme does not have a mission statement. The Krispy Kreme web site indicates that Krispy Kreme has plans for international expansion. However, this expansion has taken longer than Krispy Kreme's competitors. Krispy Kreme needs to better define its mission, vision, goals and objectives to help it to continue to grow in a timely manner.

Dunkin Donuts one of Krispy Kreme's biggest competitors is doing business in 40 different countries and 5,000 stores worldwide. This is a competitive threat to Krispy Kreme. Through the years, Krispy Kreme stores have opened slowly, while competitors are opening many stores and expanding their market share more quickly. In 000, Krispy Kreme began to recognize international opportunities and began working on its strategy for expansion. By 001, the company opened their first two stores outside of the United States, in Canada and Australia.

SWOTt Analysis

STRENGTHS Krispy Kreme is said to be on top with its donut taste. The company provides a great atmosphere and mood. Krispy Kreme also has competitive pricing and a competitive advantage. They get their competitive advantage by having a "doughnut theater" not featured anywhere else. Krispy Kreme also provides an easy accessible drive-thru for the customers in a hurry. Their menu reaches many different taste buds, with a variety of both hot and cold coffee drinks. Although Krispy Kreme has its strengths, what come along and eventually help the company to grow, by soon becoming the strengths are the weaknesses.

WEAKNESSES Krispy Kreme also does not advertise publicly, their only way of advertising is by word of mouth, publicity at Grand Openings, and by sponsoring fundraisers. Unlike some of its competitors, Krispy Kreme lacks a lunch or dinner menu. They only serve breakfast and treat items, although some customers may use a doughnut as a meal substitute. Although Krispy Kreme is short of a wide menu, it does very well providing a sugar fix for its doughnut lovers and caffeine junkies.

OPPORTUNITIES Krispy Kreme has the opportunity to develop new markets with area developers who share similar visions, standards, and objectives to those of Krispy Kreme. They could build successful relationships looking for long-range benefits for area developers and for themselves. Krispy Kreme needs franchisees who have strong commitments to the area developers and who will provide them with support in both the development and operation of the stores.

THREATS Krispy Kreme does not currently have a clear vision/mission statement. It seems that they announce their next opening 6 months before they open. Another threat is that competitors have a wider variety of products offered.

TRENDS A new trend, which Krispy Kreme should keep an eye on, is bagels. The trend toward healthy eating together with an insistence on good-tasting food produced a shortage of acceptable natural food alternatives, for example. Dunkin Donuts has already launched a successful line of bagels.

Recommendations

The following are suggestions and recommendations that Krispy Kreme will benefit from in future growth. The most important document for a company to have is a clear vision and mission statement for their company. Krispy Kreme doesn't have a well-documented vision and mission statement thus leaving them with no goals of where they want to go and how they want to be portrayed. Once the vision/mission statements are written the company then can move in the direction to fulfill those statements. A company without a clear vision and mission doesn't have a good direction of where they are going and what they want to achieve. Vision/mission statements tell the consumers a little about the organization and how it is tying to meet the consumer's needs. Customers want to see where a company is going and what they are trying to achieve.

Another suggestion is that Krispy Kreme needs a higher advertising budget. Relying on word-of-mouth is the biggest form of advertising, but that's not always the best way. Other forms of advertising we recommend Krispy Kreme use are, billboards, newspapers, radio commercials, and/or TV commercials. Also, as stated in their weaknesses, they could offer a broader line of products. This could help increase their market share, because they would have more to offer to the customers. They cold offer other breakfast items, lunch items, dinner items, or possibly other snack items.

The most important suggestion is to expand internationally at a faster rate. It has taken Krispy Kreme years longer then their biggest competitors to do business outside of the United States.

Krispy Kreme's Mission Statement

Krispy Kreme is in the doughnut business and our goal is to provide the freshest product, highest level of service, the broadest selection of products and the most competitive prices worldwide.

Vision Statement

Krispy Kreme will be the consumer's first choice for hot, fresh doughnuts worldwide.

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Mending Wall

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Poem Analysis Essay One

Mending Wall by Robert Frost is, on the surface level a poem about two farmers fixing a broken wall during spring, a wall that annually suffers from the hands of the seasons and of the hunters. The two men, who are neighbours walk along the line of the wall, at the same time every year, picking up the stones that have scattered along their property and balancing them back up on the wall. The central activity of the poem. However, the poem can also be seen to be about the physical barrier of the wall becoming a kind of communication barrier as both the men do the work in complete silence even though they are both doing it together. The poet's purpose in writing the poem is to show how physical barriers can stretch into barriers blocking communication and personal relationships.

This poem is written in blank verse and is written in a solid block with no breaks making it seem more prosaic than poetic, in form. Some lines of the poem have a very harsh consonant sound with single syllable words and when read aloud sound very slow and plodding. The poem follows the path of the men fixing the wall, which is hard and laborious work, "We wear our fingers rough with handling them." The poem finishes with a quote, which one of the farmers repeats throughout the poem whenever questioned by the other what the point of having a wall is if neither are animal farmers, "Good fences make good neighbours."

The poet uses many different word techniques including repetition and metaphor in order to create interesting images and impressions on the reader. "And on a day we meet to walk the line and set the wall between us once again." This technique is an example of Frost using harsh consonants and monosyllabic words in order to create a slow rhythm showing that the words are very literal. Another technique that Frost uses more than once is repetition. "The wall between us," is a line that is repeated to show that the wall is not only physical and it really does extend to the men's relationship with each other. This contrasts immediately with, "And some are loaves and some so nearly balls." Which is a metaphor that Frost uses in the poem when he is comparing the stones to these objects. In the poem this line comes after several very prosaic lines and so is a contrast in that it shows Frost's imagination.

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Overall this poem is very effective in delivering it's message of how physical barriers can become more than just that. Even though this should not be a reason not to have a relationship with someone to some it might be not only a physical or aesthetical barrier but again also mental.

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