Controversy Of Cloning And Dna Essays - Molecular Biology

Controversy Of Cloning And Dna Members of Congress: I am writing in reference to the possible upcoming technology of cloning humans and altering DNA tissue makeup of the unborn child. This issue will come before Congress for approval or disapproval in the near future. This technology would allow scientists to alter the tissue of a future infant in regards to physical characteristics such as height, appearance, intelligence, and birth defects. It is disturbing to think that such alteration of DNA could be allowed to pass through Congress as a bill. Cloning and DNA tissue alteration, though there may seem to be positive and worldly aspects, is, in my opinion morally wrong and corrupt according to Gods word, the Bible. As a Christian young man, I believe in the Bible as truth. The Bible states in Genesis 1:27, ?So God created humankind in his image, in the image of God he created them; male and female he created them.? God's creation can be found in Genesis 5:24. ?When God created humankind, he made them in the likeness of God. Male and female created he them.? Psalms 139:13 states, ?For it was you who formed my inmost parts; you knit me in my mother's womb.? In the eyes of a Christian believing that God's word is the truth, it would be difficult to understand how DNA altering and cloning could be done. This would be attempting to place scientists in comparison with God who is the supreme creator. To try to alter his handiwork of the human being would be morally wrong. God created man in his image and man was perfect until he sinned in this world. Setting aside Biblical beliefs, let's look at potential problems in the environment if cloning and DNA alteration were to become a reality. ?Man has been attempting for ages to remake the earth. Cross breeding trial and error has been experimental with for years. New technologies have allowed scientists to manipulate the world at the genetic, as well as, the agricultural levels. Corn, soy, and cotton experimentation and alternation have also taken place in laboratories across the country. However, every new genetically engineered organism draw concerns for possible dangers to today's environment. New forms of pollution and chemical releases must be considered. Reproduction problems of these clones are virtually unknown at this time. Limiting the amount of interbreeding and cross-pollination has been limited in the past for control of genetic combinations. To pass a cloning and DNA alteration bill would allow not only possible future genetic flukes to arise in humans and agriculture, but also potential problems and hazards with soil fertility and water quality for our environment.? Granted, it certainly on the surface sounds appealing and exciting to love more intelligent, more attractive people in this world. To have little or no birth defects would miraculous. However, if everyone in this world were ?perfected? in human eyes by cloning and DNA alteration. This environment would be much more dull and boring place. People, in their various different ways, make this world an exciting place to live. There also is the aspect of the cost of cloning and DNA alteration of humans. Understandably, it would be quite costly and many would not be able to afford it. There also would be no real guarantee of success. Once past the moral issue, this really wouldn't be a fair issue either since it would discriminate against the less fortunate. Another aspect to consider is the potential dangers to cross pollination of crops and the dangers of our environment on soil and water. The risks are so great that it would hardly seem practical. In closing, I would respectfully request that Congress carefully study this idea of cloning and DNA alteration. With a through study, it is felt like there could only be one answer to the possible proposal of this ecological roulette with nature. The idea to preserve our land and its crops seems the only appropriate choice. To allow God to remain God rather than scientists to be in competition with him is imperative. To have a ?perfect? world would not be a real world. It would be artificial. Day to day life would not be the same. Struggles and imperfections make this world interesting. Different

How to become a forklift operator

How to become a forklift operator These days, logistics careers are a growing hotspot. People with the skills and know-how to manage the inventory coming in and out of warehouses or bring that specialized skill set to a construction site are going to be in demand for the foreseeable future. Specifically, forklift operators, with their large equipment expertise, are in a great position for the future. With e-commerce companies like Amazon building more and more warehouses every day, these trained professionals help keep products moving efficiently on their trip from one place to another. What does a forklift operator do?Forklift operators use heavy machinery to move objects or materials. They are most often found in warehouses (or other storage settings), factories, and on construction sites. The direct work tasks are pretty straightforward- using the forklift to move object A to place B. However, forklift operators may also be responsible for:Maintaining forklifts and other mechanical equipmentHandling other cargo eq uipment, such as shrink wrap machines, lifts, and trailersUsing software related to inventory and supply chain managementThis is a job that also requires a lot of physical stamina and strength, as it may require heavy lifting and the ability to work on repetitive tasks for hours at a time. It’s also classified as a â€Å"hazardous occupation† by the Fair Labor Standards Act, which means that operators need to pay close attention to safety and situational awareness.What skills do forklift operators have?Forklift operators need to have a very specific skill set in order to be successful.Mechanical Skills:  Forklift operators work with heavy equipment and tractors all day, every day, so it’s important to be able to troubleshoot issues as they arise, or risk losing productivity.Manual Dexterity:  Because they’re moving heavy objects or loads, forklift operators need to be able to control both the vehicle and the materials they’re moving.What do you need to become a forklift operator?Because of the equipment involved and the potential hazards of handling heavy equipment and heavy loads, forklift operators need to be certified. Certification typically involves completing a training course from an accredited school or online program. Once the course is complete, you’ll need to pass a forklift-specific test, which is usually made up of a written component and a physical (driving) component.How much do forklift operators make?According to the U.S. Bureau of Labor Statistics, the median annual salary for certified forklift operators is $33,890, or $16.29 per hour. This can change depending on the skill level necessary to perform the job or the complexity of the work.What’s the outlook for forklift operators?Although the U.S. Bureau of Labor Statistics predicts only slight growth for this field through 2024, there are increasing opportunities in cities and towns that are becoming transportation and shipping/logistics h ubs.If you’re thinking about a career in the warehouse/logistics world, and you don’t mind doing the (literal) heavy lifting, then getting certified as a forklift operator can be a great entry point. Good luck!

Blade Runner Essay Example | Topics and Well Written Essays - 1250 words

Blade Runner - Essay Example Avoiding feelings and emotions disconnects individuals from their biological makeup. Emotions make us aware of health status, what actions are appropriate, what we believe in at a moment, surroundings, and what is happening within them. Failure to attend to these feelings makes someone to be disturbed, in this case, empathetic or nonempathetic. Adjustment to behavior depends on the person’s ability to respond to his or her feelings in the most appropriate way. Question 3 In the film, the androids are made like humans through the process of genetic engineering. They show that they can work, and perform tasks like natural humans. The androids have the ability to speak; they also experience emotions and have feelings. The only difference between humans and the android is that they have a shorter lifespan, of four years, are smarter, stronger, and faster than human beings. The androids were initially manufactured for labor but later moved to planet earth to seek a longer life span from their creator. The androids posse virtually all qualities related to humans. They have emotions and feelings that connect them to their loved ones and friends. Besides, apart from thinking, the androids can get close to feeling... In the film, the androids are made like humans through the process of genetic engineering. They show that they can work and perform tasks like natural humans. The androids have the ability to speak; they also experience emotions and have feelings. The only difference between humans and the android is that they have a shorter lifespan, of four years, are smarter, stronger, and faster than human beings. The androids were initially manufactured for labor but later moved to planet earth to seek a longer life span from their creator. The androids posse virtually all qualities related to humans. They have emotions and feelings that connect them to their loved ones and friends. Besides, apart from thinking, the androids can get close to feeling emotional. An example is when Rachael gets out of the room crying after Deckard informs her that she is a replicant. Humans acquire their soul from a deity being, and this forms part of the reason why we do not understand how we came to have souls.

Investigate shear transfer in bolted members Essay

Investigate shear transfer in bolted members - Essay Example Similarly, â€Å"the stresses at the yield point of the thread, based on the area at bottom of thread, when nuts were screwed on without tightening down by spanner against the bolts tightened by spanner, had reduction of 20 percent†. It is important to understand that the failure of bolt is the characteristics of the minimum residual stresses of the bolt material. During an exercise, consistent stresses were derived for ordinary black, and turned and fitted bolts upon their respective failure. As per Peter (1950) experimentation, â€Å"the yield point of thread, however in the case of the black bolts was approximately 30 percent, which is lower than yield point obtained for turned and fitted bolts†. It is important to specify that in all the failures the damage initiated from the root of the thread, however there were instances when the threads stripped. It has been experimental proven by Peter (1950) that the â€Å"strength of a bolt in direct tension is greatly affected by the amount of initial tension induced when the nuts were made spanner tight; this is a factor which is uncontrollable from design perspective. The strength is dependent upon resistance of the threads against stripping†. It is practically concluded that, â€Å"most of the stress on the threads will be shear as the tendency in screwing up will be to force the threads off the bolt or nut in a direction parallel to the axis i.e. circumferential due to the friction between the adjacent threads†. Peter (1950) has noted that â€Å"when considering the allowable unit stress which may safely be adopted the probability that some of the stock bolts may be wrought iron, instead of mild steel† must not be ignored. The bolts which assist in the hanging of the runways are exposed to direct tension. It is therefore recommended that conservative approach shall be adopted, with specific reference to the determination of the safe loads for these bolts. We shall

Assignment (Continued De Stijl) Essay Example | Topics and Well Written Essays - 250 words

Assignment (Continued De Stijl) - Essay Example I am designing architecture of a small house deriving from the features of the surface. The reduction of pure form is a figurative translation of cultural ideals for the practitioners of De Stijl (Helfand). The design adheres to the principles of De Stijl in a sense that it includes the use of straight horizontal and vertical lines to create a universal form of design. I am using three primary colors in the project’s design, which include blue, red, and green along with a non-color, which is Gray. I am trying to accomplish the essence of a real De Stijl art through creating a masterpiece, which should adhere to the principles of De Stijl. The concept behind the artwork is that a house is never small or big according to its structural design; rather the design or model of the house makes it look small or big. Therefore, I am designing a small house in a way that it should reflect a true art instead of its area. I am using Blob Brush tool to draw the vectors and oil paints to pa int the areas. The basic idea behind development of this project is to demonstrate the applicability of De Stijl principles in designing attractive painting and other artworks. Works Cited Helfand, Jessica. â€Å"De Stijl, New Media, and the Lessons of Geometry.† Typotheque.com, n.d. Web. 08 May 2011. .

The implementation of strategic change at Microsoft Canada

The implementation of strategic change at Microsoft Canada The Organization Development literature has directed appreciable attention at in being able to lead and manage change. The major portion of the material is highly normative, advising managers about how they should be planning and implements organizational changes. For example, one study suggested that successful managers in ceaselessly changing organizations should first; provide clear responsibility and priorities with extensive communication and freedom to improvise. Second, explore the future by experimenting with a wide variety of low cost probes; and thirdly, link current projects to the future with predictable intervals and choreographed transition procedures. Traditionally the main focus of change management is on identifying sources that resist change and offers ways to overcome them. Most of the recent contributions have been challenging the focus on resistance and have shifted the aimed at creating vision along with gaining political support for them, and managing the trans ition of the organization toward them. The various ways in which managing change can be classified are in figure below. MOTIVATING CHANGE Creating Readiness for Change Overcoming Resistance to Change CREATING A VISION Describing the Core Ideology Constructing the Envisioned Future EFFECTIVE CHANGE MANAGEMENT DEVELOPING POLITICAL SUPPORT Assessing Change Agent Power Identifying Key Stakeholders Influencing Stakeholders MANAGING THE TRANSITION Activity Planning Commitment Planning Management Structures SUSTAINING MOMENTUM Providing resources for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course The above mentioned activities contribute a lot to effective change management and have been listed in the order in which they usually are performed. The first amongst the activities involves motivating change and also includes creating a readiness for change amongst the members of the organization and which indeed helps them to address resistance to change. Initially motivation is a critical issue for change process because a lot of evidence indicates that people as well as the organizations want to preserve the status quo and are willing to change only when there are strong powerful reasons to do so. The next activity is considered with creating a vision and is closely alignment with leadership activities. The vision has the sole purpose of providing a purpose and lay out for change and it describes the desired future state of the organization. The next activity involves the task of developing political support for the change. Organizations of all kinds are composed of powerful ind ividuals as well as groups that can either block or promote change, and it is the task of the leaders and the change agents to gain the support and permission of the higher authorities in order to implement changes. The fourth activity is concerned with managing movement from the current state to the desired level in the organization. It involves designing a plan for managing the change activities as well as planning particular management structures for working of the organization during this transition. The next and the final activity involve sustaining the flow or momentum for change so that it is being able to be carried to completion. The final activity includes task such as providing resources for implementing the changes, building a support system for change agents, developing new competencies and skills needed to implement the changes. Unless man-to-man are motivated and bound up to change, unfreezing the status quo will be very difficult. Without vision, chances are there th at change will be disorganized and diffused. Along with the fast moving pace of global, economic, and technological development change becomes an inevitable feature of the life of the organizational. But change that happens to an organization externally by the environment is quite different from the change that is planned and incorporated by the members of the organization. The main motive of Organizational development is to bring in changes in the organization in a planned manner so as to be able to increase its effectiveness and this organizational change is usually initiated and implemented by managers, with the help of professional OD practitioners. Conceptions of planned change have tended to focus on how change can be implemented in organizations. In order to implement change in any organization, certain frameworks are used as models that describe the activities that must take place to initiate and carry out successful organizational change. Let us now discuss change that Microsoft Canada tried to implement in its organization by implementing Strategic Change. MANAGING STRATEGIC CHANGE AT MICROSOFT CANADA Microsoft Canada is a subsidiary of Microsoft Corporation responsible for the service, marketing and the sales of the full range of software products, including the Windows operating system, the office productivity suite, a variety of Net products, and the Xbox game console. The organization marketed to a variety of segments, such as software application developers, small and medium business and large enterprises, through a broad range of partners that worked directly with the client organizations to install and optimize the software used. A small service organization provided consulting support to clients with the partner. Before 2001, Microsoft Canada had been part of North American subsidiary. Under this structure, large US market was clearly the focus of attention from Microsoft server, desktop, other software products. However, Frank Clegg, President of Microsoft Canada, argued that the Canadian market was different and under developed. It had a different mix of customers that did a United States, different competitors and different growth opportunities. Moreover, software sales and personnel computers shipments as a percentage of markets size and growth were below worldwide averages. These differences, Clegg argued warranted a specialized strategy. As the fiscal year ended Clegg and his newly appointed Director of Strategic Planning, Sandra Palmero, wanted to cease the opportunity to define a uniquely Canadian strategy. Before becoming Director of Strategic Planning, Palmero had been Director of Marketing and Corporate Communications in Microsoft Canada. There with Richard Reynolds, her Senior Marketing Manager, they had planned and implemented a participative process of strategic planning. Sandra conducted the OD practitioner who had worked with them and contracted to design and implement a Strategic planning process for the Canadian organization. Over a 2 month period, Sandra conceived of a series of workshops involving the Canadian leadership team. This team represented a broad cross section of the organization including representatives from legal staffs, human resources, service business and Microsoft consultant, marketing managers, customer support and managers responsible for different segments of Microsoft business inclu ding enterprise customer, small and medium business, the Microsoft Network and the Xbox. The strategic analysis phase consisted of preliminary work by several members of the Canadian leadership team as well as initial exercises during the first workshop. Member of Canadian Leadership team each prepared an analysis of their respected areas of responsibilities. For example, the enterprise sales manager provided historical growth rates in the revenue, developed forecast for market growths and Microsofts share, described current levels of Customer satisfaction and technology road map of products being developed by the Redmond headquarters organization. In addition to this specific analysis, Sandra contracted with a market research firm to provide overall description of Canadian information technology market. Finally a competitor analysis was performed to develop and understanding of likely strategies, goals, and initiatives from key competitors such as IBM, Sun Micro System, and Oracle as well as competitive threat posed by the Linux Operating System Software. During first workshop the Canadian Leadership team used the pre work data to perform an environmental scan. They discussed, debated, and ultimately came to some agreements about the trends affecting the organization. Based on that scan, the group engaged in a vision and value formation exercise and set out an initial list of short and long term goals. These activities let to several important decisions for new marketing organizations. For example, the vision and values exercised produced important insight about what the Canadian organization stood for, its uniqueness compared to the marketing subsidiaries within the Microsoft Organization, and its strengths in competing as a Canadian organization. The values also informed discussion about future goals and strategy to achieve them. Importantly, the Canadian leadership realized that customer loyalty would and should become a driving force for the organization. This realization led to passionate discussions about the relative emphasis i n the organization on revenues versus customer satisfaction and loyalty. It also led to development of Big Hairy Audacious Goal (BHAG) that the members of the Canadian Leadership Team believed would be challenging but achievable. The first workshop ended with a number of assignments, unresolved issues, and excitement about the future. In between the first and second workshops, members of the Canadian Leadership Team worked with their own organizations. Issues, decisions and questions that were addressed within the Canadian Leadership Team were discussed throughout the organization. The most important discussion concerned the Big Hairy Audacious Goal and the relative emphasis of revenues and customer loyalty over the short and long term. A consensus began to emerge that the right and proper strategy for Microsoft was to argue for a slower growth rate in revenues the short term, invest in customer satisfaction and then leverage that loyalty for a more secure stream of revenues in the future. Frank Clegg took this idea to the executives in Redmond and discussed the implications of this strategy, including revenue projections, risk involved, the budget implications, and how the strategy aligned with corporate and other marketing organizations initiatives. The result of these conversations became the subject of opening discussions at second workshop. The cautions but positive support from the corporate organization allowed the Canadian leadership team to move forward on its strategic intent. In second workshop, the organizations mission and values were finalized; year by year revenue goals were agreed upon to achieve the Big Hairy Audacious Goal, and these goals were broken down and assigned to specific groups and managers. Finally, key customer and partner loyalty programs were established and outlined. Ownership for different initiatives was assigned and a strategic change plan originated. Frank Clegg pressed the group on its decision to emphasize customer loyalty and challenged the group with several scenarios that tempted them to trade off satisfaction for revenue. These scenarios helped fix the Canadian leadership teams commitment to their strategy. The important part of the strategic change plan that came out was a discussion and decision to tie the individual performance appraisals of Canadian leadership team as a whole also staked their end of fiscal year bonuses to the achievement of customer satisfaction, instead of revenue goals. The strategic change efforts at Microsoft Canada are important for few reasons. First, the Canadian organizations realization of the benefits of customer satisfaction and loyalty was influential in moving the larger Microsoft Corporation to examine its values in this area. Business Week reported on the changes Steve Ballmer was making in the organization; they reflected the increased importance of customer loyalty in Microsofts strategy and structure changes. Second, the organization learned how to organize a strategic planning effort. In the second year since this effort began, Sandra Palmero did built a stronger strategic planning organization and taken more and more responsibility for driving the strategic planning process. Even as the corporate Microsoft organization was making important changes in its reporting structure, business process, financial systems, the Canadian organization was able to adapt using its own resources and knowledge. Finally, the Big Hairy Audacious Goal h as become an institutionalized part of the organization that drives thinking and decision making in the organization. In context with the case in hand we are suppose to work on a few task related to the case in hand. Firstly, let us discuss the history of the organization in hand, which is Microsoft Canada. Microsoft Canada Inc. was established in 1985. It is the Canadian subsidiary of Microsoft Corp. the worldwide leader in services, software and solutions that help inhabit and small business realize their full potential. Microsoft Canada provides nationwide sales, marketing, consulting and local support services in both French and English. It has its headquarters in Mississauga and has nine regional offices across the country dedicated to empowering people through great software- anytime, anywhere and on any devise. Secondly, let us now discuss the circumstances that led the organization to undergo strategic change. Frank Clegg, President of Microsoft Canada, argued that the Canadian market was different and under developed and it had a different mix of customers. Thus it demanded for different co mpetitors and different growth opportunities. Another circumstance was that the percentage of markets size and growth of software sales and personnel computers shipments were below worldwide averages. These circumstances demanded a specialized strategy. Thirdly, the type of change that was implemented in the Microsoft Canada was basically strategically. The change has been incorporated in such a way that every aspect of the organization starting from legal staffs, human resources, service business and Microsoft consultant, marketing managers, customer support and managers responsible for different segments of Microsoft business including enterprise customer, small and medium business, the Microsoft Network and the Xbox were taken into consideration. The senior members of the organization have tried its best to formulate and design the strategically change in such a manner that it helps Microsoft Canada to increase its percentage market share and gain better growth. Fourthly, in orde r to incorporate the strategically change into the organization the involvement of every member of the organization is very necessary. The strategically change was initiated by Frank Clegg, President of Microsoft Canada and Sandra Palmero, Director of Strategic Planning. Sandra Palmero along with Richard Reynolds, her Senior Marketing Manager, had crafted and implemented a participative process of strategic planning. Sandra conducted the OD practitioner who had worked with them and contracted to design and implement a Strategic planning process for the Canadian organization. Fifthly, the methods used in implementing the strategically change were basically workshops, assignments and discussions of issues related to work. Canadian Leadership Team was formed by members of various departments of the organization that were focused on developing and implementing strategically change in the Microsoft Canada Organization. During the first workshop the Canadian Leadership team used the pre w ork data to perform an environmental scan. They discussed, debated, and ultimately came to some agreements about the trends affecting the organization. Based on that scan, the group engaged in a vision and value formation exercise and set out an initial list of short and long term goals. These activities let to several important decisions for new marketing organizations. The Canadian leadership realized that customer loyalty would and should become a driving force for the organization. A consensus began to emerge that the right and proper strategy for Microsoft was to argue for a slower growth rate in revenues the short term, invest in customer satisfaction and then leverage that loyalty for a more secure stream of revenues in the future. In second workshop, the organizations mission and values were finalized; year by year revenue goals were agreed upon and these goals were broken down and assigned to specific groups and managers. The important part of the strategic change plan that emerged was a discussion and decision to tie the individual performance appraisals of Canadian leadership team as a whole also staked their end of fiscal year bonuses to the achievement of customer satisfaction, rather than revenue goals. Steve Ballmer increased the importance of customer loyalty in Microsofts strategy and structural changes and also the organization learned how to organize a strategic planning effort. Microsoft organization has made important changes in its reporting structure, business process, financial systems; the Canadian organization was able to adapt using its own resources and knowledge. Big Hairy Audacious Goal has become an institutionalized part of the organization that drives thinking and decision making in the organization. Finally, the main changes that have been seen in the performance level of the employees getting better along with rise in the percentage of market share which led to its growth both internal as well as external. Also, the Canadian Leadership Team and the Big Hairy Audacious Goal was permanently incorporated in the structure of the organization. (b) Strengths of Bureaucratic organizations are as follows: Higher level of consistency is maintained in decisions and implementation of projects. The control exerted by the head quarters or top level management ensures that the systems and delivery of services to the beneficiaries are in line with the laid down procedures. The major and important final decisions made by top management, considering various perspectives of organization. In this aspect the powers and interests of various stakeholders also taken care in delivering the final outcome. Another benefit is better cost control and management. Weaknesses of Bureaucratic organizations are as follows, The higher level of bureaucracy leads to lack of innovation and development in the organization, which leads to loss of competitive advantage in certain circumstances. Another disadvantage is that higher the structure and communication ladder impedes the speed of communication and decision making, and speed of response in emergency situations. The motivation of employees drops because of the lower level of delegation of duties and responsibilities and lower empowerment.. What must be realized is only that the strait jacket of bureaucratic organization paralyzes the individuals initiative, while within the capitalist market society an innovator still has a chance to succeed. (c) Managing change is an inevitable part of Organizational Development. Organization Development is about how people and organizations function and how to get them to function better. The field is based on knowledge from behavioral science disciplines such as psychology, social psychology, sociology, organizational behavior, organization theory and management. OD programs are long-term, planned, sustained efforts. Various definitions of OD are: Organization development refers to a long-range effort to improve an organizations problem solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants, or change agents, as they are sometimes called. (Wendell French) Organization development is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) develop the organizations self renewing capacity. It occurs through the collaboration of organizational members working with a change agent using behavioral science theory, research, and technology.(Michael Beer) Thus, Organization development is a system based and wide application that transfers behavioral science knowledge to the planned improvement, and reinforcement of the process that lead to effectiveness and efficiency of the organization. All OD programs have three basic components: diagnosis, action and program management. The symptomatic component represents a uninterrupted collection of data about the total system, its subunits, its processes, and its culture. The action component consists of all the activities and interventions designed to improve the organizations functioning. The program management component encompasses all activities designed to ensure success of the program. The process of Organizational Development is quite complicated and the completion of the change process consumes a lot of time with a minimum of one year and sometimes keeps indefinitely. There are different approaches to the process but the usual process consists of seven steps, which are initial diagnosis, data collection, data feedback and confrontation, action planning and problem solving, team building, inter group development and evaluation and follow up. organizational development process The following steps are vital steps taken into consideration while implementing any alternative forms of organizational development: Communications patterns, styles and flows. Goal setting. Decision making, problem solving, and action planning. Conflict resolution and management. Managing interface relations. Superior- subordinate relations. Technological and engineering systems. Strategic management and long-range planning. Vision/ Mission formulation. Organizational learning. Task 2 (a) The key stakeholders in Microsoft Canada can be people from any of the departments and levels of the organizations. But in general, the following people are the stakeholders of Microsoft Canada: Financial analysts Business analysts Forecasting or sales individual contributors Controller IT specialists and administrators. Legal staffs Human resources Service business and Microsoft consultant Marketing managers Customer support Managers responsible for different segments of Microsoft business including enterprise customer. Etc. (b) As discussed already it has been seen that the above cited stakeholders are the main members of the Canadian Leadership Team and plays a very significant role in the successful formation and implementation of Strategically Change in Microsoft Canada. The stakeholders, most of whom are also the members of the Canadian Leadership Team have played important role in the workshops, assignments, and discussions that was basically done to decide upon implementing new strategically changes required by Microsoft Canada to achieve its long term and short term goals. Also in the beginning of this report we have discussed three different models that are usually used in any organization as models for implementing and managing change, which are, Lewins Planned Change Model, Action Research Model and Positive model. After going through the entire case in hand it is seen that the Action Research Model best suits the procedure in which implementation of strategical change was carried out in Microsoft Canada. As the Action Research Model of change suggests, Microsoft Canada firstly, identified the problem that the organization was facing and having done that it was discussed upon by the experts of the organization and data was gathered from various sources to analyze the problem in order to be able to provide with the best possible solution. Finally, The Canadian Leadership Team acted as the Action team that helped to implement the solutions and bring in the Change in Microsoft Canada. Thus, the above report is a good example of implementing and managin g change in an organization. Task 3 (a) UnfreezingLewins Planned Change Model Refreezing Movement Action Research Model Data Gathering after Action Action Joint Action Planning Joint Diagnosis of Problem Feedback to Key Client or Group Data Gathering and Preliminary Diagnosis Consultation with Behavioral Science Expert Problem Identification Positive Model Design and Deliver ways to create the Future Envision a Preferred Future Discover Themes Inquire into Best Practices Initiate the Inquiry There are various types of change that an organization may implement. (b) It is often remarked that the only constant thing in the world is Change and having said that in todays so fast moving world and economy, every organization needs to implement change in its working structure and structure to be able to cope up with the changing environment. Today, organizations basically go for a change in order to be up to date with the current world and also are able to cope up with the increasing competition. Change suiting to the organization helps the organization to attain better brand name and a increased market share. Also change in the structure and working environment usually helps the organization to provide its employees to be happy and satisfied working in the organization and give maximum effective result to the output of the organization. Thus there may be a number of reasons that might have led to any organizations decision to implement change in the organization. In case of Microsoft Canada, Frank Clegg, President of Microsoft Canada, argued that the Canadian market was different and under-developed and it had a different mix of customers. Thus it demanded for different competitors and different growth opportunities. Another circumstance was that the percentage of markets size and growth of software sales and personnel computers shipments were below worldwide averages. These circumstances demanded a specialized strategy. Thus this was the major reason that led Microsoft Canada to decide to implement Strategic Change in the organization.

Characters Dreams Deferred in Raisin In The Sun :: Lorraine Hansberry

Although Mama, Ruth, Beneatha and Walter all live in the same house, there dreams are all different. All the characters want to for fill there dream but, what happens if these dream are deferred? Mama is the head of the house. She dreams that her family will be happy and that her children have the best life they can have. She does what ever she can to make her children’s dreams come true. Ruth is Walter's wife. Her dream is to have a happy family but she also wants to be wealthy. Beneatha is Mama’s daughter. She wants to become a doctor when she gets out of college. She also wants to save her race from ignorance. Walter is Mama’s oldest son. His dreams are to be wealth but at the same time wanting to provide for his family. His own personal dream is to open liquor store with his money he receives from Mama. In ‘A Raisin in the Sun’, Lorraine Hansberry describes each of the family’s dreams and how they are deferred. In the beginning of the play Lorraine Hansberry chose Langston Hughes’s poem to try describe what the play is about and how, in life, dreams can sometimes be deferred. Mama’s dreams were first deferred when she moved into the small apartment that the Youngers family stay in through out most of the play. She became too busy that she couldn’t accomplish her dream. She also could not for fill her dreams since she did not have enough money to do so. Her dreams were even more shattered with the death of her husband, but when she got the money from her husband’s death her dreams then became a reality again. Mama wants Travis to be happy and play in the garden but she cannot do this since they live in a dirty ghetto. Ruth, whose dreams are the same as Mama’s, get deferred when the family are forced into there small apartment and there lack of money. Since she has no money she can not help her family as much as she would like to. Beneatha’s dream is to become a doctor. She believes that her dream was deferred when she was born since she is coloured and a female. Although she fights this, her dream is deferred even more when Walter looses the money which she needed to get into medical school. The final character is Walter. Although he has other minor dream such as opening liquor store, he has long dreamed of making his family’s life better.