Interpretation and Analysis of “from W. S.” by L.P.Hartley

The text given for interpretation is an extract from the novel â€Å"From W. S.† by L.P.Hartley, a British writer, known for novels and short stories. L.P. Hartley was a highly skilled narrator and all his tales are admirably told. As a contemporary reviewer remarked, â€Å"not only does he portray the exterior of social life with a novelist’s sharp eye for detail, but he also explores the underworld of fears and fantasies through which we wander in our ugliest dreams†. â€Å"From W.S.† comes from â€Å"The Complete Short Stories of L. P. Hartley† published posthumously in 1973 and tells the story of a writer, Walter Streeter, disturbed by the postcards of ambiguous contents sent by a poison-pen. The passage is written in the narrative key. The prevailing†¦show more content†¦Like you, it’s on the Border† and â€Å"I’m sure it’s not a sign of megalomania in your case† ); 2) the abundance of rhetorical quest ions: â€Å"†¦do you really get to grips with people?†, â€Å"Have you ever be sent to Coventry?†, â€Å"I advised you to come to grips with your characters, didn’t I?†, â€Å"Have I given you any new ideas† ; 3) the wide use of sarcasm: â€Å"Do you really get to grips with people? I doubt it†, â€Å"I’m sure it’s not a sign of megalomania in your case†, â€Å"If I have you ought to thank me, for they are what novelists want, I understand†; 4) the employment of idioms implying threat that can not be directly referred to â€Å"I think you should plump for one world or the another†, â€Å"Have you ever be sent to Coventry?†; 5) the same farewell at the end of each letter which may be considered as some kind of an â€Å"emotional stroking†, that, is a recurring although slightly-changing metaphor: â€Å"†¦a handshake from your devoted admirer†, â€Å"another firm handshakeâ € ¦Ã¢â‚¬ , â€Å"another hearty handshake†, â€Å"another hard handshake†¦Ã¢â‚¬ . It is important to notice that this phrase, initially friendly, is transformed into something openly violent. Therefore, all the things mentioned above may characterize the anonymous writer as a brilliant manipulator who carries out a well-planned intrusion into Walter Streeter’s life. The main intrigue of the extract – is the reason why a pen-poison stalks Walter Streeter a and the

Leading and Managing Organizational Change

Question: Discuss about the Leading and Managing Organizational Change. Answer: PolyProd is a corporation that manufactures, markets and develops high technology products for home and industry use. The manufacturing and distribution division (MDDiv) of the company is engaged in the manufacturing and marketing process and its products have increased markedly with the introduction of the manufacturing processes that are automated, high volume and unique. However, with the increase in production, there has been an increase in complexities which has been noticed by Roberta Jackson who is the project manager at the first level at the headquarters site. Based on her informal information and experience, she has found that the existing practices of information management is going to cost the company in huge direct expenses and can have its contributions to the share decline of the product on a long term. Therefore, she has decided to conduct an informal discussion with the executive of MDDiv Stewart Jones, who is the potential project sponsor. She wishes to describe the development of a change process and the critical issues that will be faced while managing the change. The techniques of project and change management in the engineering firms needs to proceed along the traditional path and then it should initiate to allocate the resources followed by monitoring of the progress. It is evident that the documentation process and procedure at MDDiv are quite old and outdated and processes involved are incorrect. The documentation process of the company is unsatisfactory for the management and the employees and this form of incorrect documentation is leading to the development of distrust among the users and technical writers. Information management system can be the solution to this problem by developing a change process. This process will involve both process improvement and cultural changes as the entire documentation process will undergo a change (Ward Peppard, 2016). The change implementation and management will be done following few steps which initiate with the setting and agreeing with the objectives. This will be followed by devising plans, implementing and monitoring them and reviewing them accordingly if any correction is required. The key stakeholders for the change process will be the project managers, sponsors, change control board and team members (Willcocks, 2013). The cultural aspects will be involved with the management of the power, task, bureaucratic and individualistic cultures. Changes are often resisted by the staff members as they perceive threats in the new system and therefore, in spite of the problems, they resist the changes (Hayes, 2014). Convincing them about the benefits of the changes with the added system functionalities in the documentation process will help to manage the issues related to change. References Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Ward, J., Peppard, J. (2016).The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley Sons. Willcocks, L. (2013).Information management: the evaluation of information systems investments. Springer. Leading and Managing Organizational Change Question: Describe about the Leading and Managing Organizational Change of the role of Chief Marketing Executive? Answer: Introduction: This topic is about Leading and managing organizational change. There had been a class activity based on this topic, where I have played the Chief marketing executive. There had been a group of 10 people in the class activity and different roles had been assigned to different people for this activity. I have been exposed to many enriching experiences and have learnt many things about this topic through my role as the ceo of a company. In this essay I am trying to elaborate on the different outcomes of my experience and how can it help others. The learning outcomes from my extensive study in organizational change Since the middle of 2000s, organizational change had been a matter of great importance in the business world (Senior Fleming, 2006). There have been a vast expansion of new markets and labor forces in the market with innovative technologies on the high rise here had been no looking back in this sector. I have felt, these new technologies have put the investor demand and capital flows in jeopardy as it has become less predictable. Firms have to become more sophisticated as a result. Organizational change is an important concept in this complicated world. Organizational change is the process of how organization changes its strategies, structure, operational methods, organizational culture and technologies to make way for changes in the organization. According to me, the study of organizational change draws from the field of psychology, management, political science, sociology and economics and is interdisciplinary in nature. (Poole Van de Ven, 2004). Leading and managing organizational change: In management today, organizational development, planned change and change management are hot topics. Moreover, I have studied that the Californian state has completed the California review, which asks for a restructuring of the state government. The process of judgement has been started by Professor Worley to Miriam lacey, Ann Feyerhem etc. Dr.w. Scott Sherman , in his book Managing Resistance to Change have addressed issues involving understanding resistance to change and managing strategic change. For a successful managing strategy it is important to organize culture, process and people in most organizations of today (Michael, 1982). The organizations need to change at a higher rate in the face of globalization, demographic trends and technological innovations to stay more competitive in the changing world dynamics. Most of the organizations will agree to the point that they have done a good job in changing these statements. In my opinion, a companys alignment of processes, strate gies and structure is based on managing changes which is a continuous process and combination of science and arts('Journal of Accounting Organizational Change', 2010). In todays environment a number of companies are undertaking the necessary changes which are needed to be survived in todays competitive world. The employees are involved in key decision making and they are paid for their performance rather than the time that they are spending in office. They are taking decisions that are involved in changing the nature of the organization rather not thinking of the things that had already happened .They are taking initiatives to prevent further blunder . According to my opinion, trendy and upcoming fads that are steadily increasing in todays world have forced the managers to forget about the tools of change that has been effective in the past. My purpose is to form a combination of those tools both old and new and to refresh and revitalize some of these basic principles. American health ways, Microsoft, JP Morgan and Gis are some of the organizations who have been quite successful in effecting this change in their organizations (International International, 2015). I have felt, these organizations have mastered these changes that increase their probability of success in the present and in the future. Organizations which cannot adopt themselves in the light of rapid change cannot survive for much longer. Similarly implementing poor policies which do not apply to changes is similar to applying no policies at all. Poor implementation changes the views of the people about change and it creates problems in the future. With the best of intentions managers change one aspect of the firm rather than changing it holistically. Without implying the fact that how will be the peoples reaction toward these changes if changes are implemented such changes will be damaging, unsuccessful and unsupported in the future. Such changes are creates tensions and will ultimately lead to no results at all. Personal change should be initiated before organizational change. Senior managers press for the need of changes in meetings and after the meetings they circulate memoranda and expect that everyone will appreciate their decisions, drop the way they are acting and will adopt to the new ways. Change is resisted in organizations as people are rarely given the chance to understand why change is needed. To implement changes and to see the best side of it, employees must understand that it is to their best interests that they should do things differently (Christopher G. Worley Yvonne H. Vick, 2015). It is not possible for all employees to drop a set of behavior one sudden day and adapt to a new set of behavior the very next day. So, it is a slow and gradual process. Change involves opportunity to learn and also time and learning may not be sufficient every time. So it would be inappropriate to expect change all of a sudden. I have researched on Microsoft and have found out that it changes its structure routinely (Cameron Green, 2004). Every six months they exercise changes for improving the relationships between sales and various other operating groups, the marketing subsidiaries and the corporate office. The employees are quite adaptable to these changes now and will commit themselves only if the changes yield short term goals. Conclusion: Change is required in all organizations to stand out from all the other firms and seeking higher levels of power and intelligence. The managers and leaders clamor for the recent developments and new innovative ideas in the corporate front (AU Faculty of Business, 2015). But, irrationally they forget the prerequisites for a successful change, and they think why they are not making enough progress. Though implementing change is very difficult, it is equally important for organizations to implement it. As a result I would like to implement 8 steps to initiate organizational change. These are: A sense of urgency should be created A guiding coalition should be built Strategic initiatives and vision should be formed A volunteer army should be enlisted Barriers should be removed in order to enable actions Short term wins should be generated Acceleration should be sustained and finally Change should be instituted References: AU Faculty of Business,. (2015). 551-LMOC: Leading and Managing Through Organizational Change - AU Faculty of Business. Retrieved 16 February 2015, from https://business.athabascau.ca/graduate-program/leading-managing-organizational-change/ Cameron, E., Green, M. (2004). Making sense of change management. London: Kogan Page. Christopher G. Worley, P., Yvonne H. Vick, M. (2015). Leading and Managing Change - Graziadio Business Review | Graziadio Business Review | Graziadio School of Business and Management | Pepperdine University. Gbr.pepperdine.edu. Retrieved 16 February 2015, from https://gbr.pepperdine.edu/2010/08/leading-and-managing-change/ International, K., International, K. (2015). The 8-Step Process for Leading Change - Kotter International. Kotter International. Retrieved 16 February 2015, from https://www.kotterinternational.com/the-8-step-process-for-leading-change/ Journal of Accounting Organizational Change. (2010). J Acc Organizational Change, 6(2). doi:10.1108/jaoc.2010.31506baa.003 Michael, S. (1982). Organizational change techniques: Their present, their future. Organizational Dynamics, 11(1), 67-80. doi:10.1016/0090-2616(82)90043-2 Poole, M., Van de Ven, A. (2004). Handbook of organizational change and innovation. Oxford, UK: Oxford University Press. Senior, B., Fleming, J. (2006). Organizational change. Harlow, England: Prentice Hall/Financial Times.