An Interpretation of John Keats’ To Autumn Essay Example for Free

An Interpretation of John Keats’ To Autumn Essay Introduction Poems by John Keats are a source of inspiration. He plays with his readers and takes them to places and times with his words. What inspiration does Keats bring? He inspire his readers to go beyond his words and discover a new world he creates. He makes his words so colorful and alive it is almost musical to the ear. When one reads Keats, he wonders what’s in his heart when he wrote his particular poem and makes him want to be in Keats world and senses. In this particular review, I tried to see Keats world of autumn from afar. A world detached, to objectively examine and look at autumn as Keats paints it with his words. I also wanted to get a perspective of Keat’s style with words, of how he uses them as a vehicle for others to journey to his world. In this same review, I tried to experience the world that Keats created and feel both the experience of his symbols and my comprehension of what he symbolizes autumn to be. The formal and thematic aspect of the poem will be commented on but this interpretation will be candid as I believe Keats wanted his poem read. 1 2 Throughout the three stanzas of the poem, Keats has maintained the ten syllable measure of each line, although, the foot measure of syllable stressed is a little slacked. As in the lines, â€Å"Who hath not seen thee oft amid thy store? Sometimes whoever seeks abroad may find† and some more. Reading aloud the verse, Drowsd with the fume of poppies, while thy hook spares the next swath and all its twined flowers: I could not quite place the stress of the syllables to create a rhythmic sound. I call it literary license, Keats permit his reader to make a decision and choose the way to vocalize his poem. The first stanza is vibrant and tells us of bounty. It is a direct contradiction of autumn or fall as the season is the time when trees begin to bare its leaves and fruits are scarce. But in this poem, Keats describes autumn as the climax of summer, †Season of mists and mellow fruitfulness, Close bosom-friend of the maturing sun;† mist and mellow here are used as a welcoming scenario to a world filled with life and produce. The last word of the first line fruitfulness rhyming with bless on the third line and sustaining the rhythmic scale throughout the stanza gives a musical air as one reads the poem aloud. The stanza tells us also of a promise of continuity. â€Å"To swell the gourd, and plump the hazel shells with a sweet kernel; to set budding more, and still more, later flowers for the bees,† true to the rhythm of his verses, Keats described autumn as a time when seeds are planted for life to continue. It tells as of a beginning of a season, fresh and ready for a new experience in a manner where the season before it, which is summer, in the festivities of plenty and not as a dying season ready to be forgotten and left behind. Autumn in Keats† dedication receives Summer’s gift of plenty, it began as a climax of summer and therefore, promise to be a season 3 of new discoveries and not as bleak as shedding away the leaves of trees to forgetfulness. In the second stanza, the word flowers does not rhyme with any other words at the end of each line. I need to read the poem aloud and discover a rhythm for it to make the poem alive, it gets into a perfect rhyme with the word â€Å"spares’ if that’s where I put the measure at the end of the first line, thus, â€Å" Drowsd with the fume of poppies, while thy hook Spares / the next swath and all its twined flowers.† The same with the last two lines of the second stanza, â€Å"Or by a cyder-press, with patient look, Thou watchest the last oozings hours by hours,† by simply repeating the word, the seemingly ignored rhyme is captured. This is my personal preference of setting the rhythmic pattern of vocalizing the poem, although, the rhyme pattern of the three stanzas comes out to be ababacacaaa, ababcdecdde, and ababcdecdde, in this particular order. It can be observed that the first stanza follows an independent rhyme pattern from the other two stanzas. Keats may have done it intentionally to stress the change of tone of the second stanza that is presented as a question. Why could Keats have done this? As I get absorbed in the autumn scenario of the first stanza, feeling the cool air and seeing laden apple trees bend, the mossed cottage, the vines and more, feeling the climax of summer shared into the start of autumn, and as I get lost to the world that Keats painted with his words, somebody shoots a question like, †Who hath not seen thee oft amid thy store?† and I was reminded that I am not alone. It was not even a question in the sense that Keats emphasized the beauty of the season being one that cannot be ignored. If he likened autumn as a stage of life’s journey and we choose the paths that we travel on, in the roads we took as we travel in this world, we met people to keep us company, 4 sometimes partway, the greatest thing maybe is to find beauty in life that keeps us company all through the journey. Reading the second stanza brings another question to my mind. What do I really seek for in this life? Why does Keats made me ask this when he wrote, â€Å"Sometimes whoever seeks abroad may find Thee sitting careless on a granary floor,† What Keats said in this line is that there are people who sought for things in this life away from where they really are and in fact, what they are seeking for is just within reach. Very clearly he meant happiness, he meant beauty of living, the beauty of living in the here and now. Keats wanted to tell his readers that we need not wait for what we can achieve in the future to experience the joy of being alive. We need only to be aware of the blessings we could find in the present to feel that joy that we seek for in our journey. The third stanza is a validation of the second stanza both in form and interpretation. I noticed that both have the same rhyme pattern and both starts with a question. It tells us of men looking out for joy too far out as in spring in autumn failing to notice that joy is just within reach. â€Å":Where are the songs of spring? Ay, where are they?†, Keats wanted us to know that in this life’s journey, happiness is not about the things we reap in the future but of finding happiness in every endeavor that we do without waiting for whatever fruits or rewards we earned as a result of our works. He tells us that like spring or summer or winter, autumn carries within itself its own music like the wailful choir of small gnats, the loud bleats of full-grown lambs, the songs of crickets, the whistles from garden croft, the twitter of the swallows. Keats wanted his readers to discover them. The choice of the word â€Å"wailful†, the reader can almost hear the liquid fall of tears of the gnats† mournful music. Sad, yet in Keats world of words 5 they represented life’s emotions that eventually gives meaning to everyone’s existence. He pictures autumn’s soft dying day with rosy hue and not with the bleak grey or the dying blackness of the welcoming dark, but of shades of the rose, full of life, full of promise, perhaps of another day ahead, a goodnights sleep, a beautiful dream, a walk in the moon? Or whatever the good life brings in the third part of man’ life. The poem is not necessarily strict with the academic form of the poem although as much as possible Keats wanted to adhere to the scholarly it dictates. In this form, the poem creates a character of free spirit and that refused to be tamed. The three stanzas o f the poem expresses a discipline. It follows a form respecting rhyme, measure, rhythm, color, and all the constituents of this form of literature. Yet, it does hesitate to lay away the conventional to express the soul of his expression as Keats diversion from the rhyming pattern to the rhyming pattern he followed on the second and third stanza. The syllabic measure of the words spares and flowers are left to the decision of the reader, making the reader an active participant to the interpretation of the poem. The three parts of the poem suggest the three stages of man’s life at a point of view, being at birth and early life, maturity and finally at the golden old age of man. But Keats only suggest, because all three speaks of seeking the joy of finding the beauty that life brings. The poem itself, as a form, is music to the ears. His play of rhythm, rhyme, and choice of words, in the context of emotionally attaching the self during its vocalization is like listening to the music of nature. The poem vividly expressed the colors of autumn using nature’s characters as in â€Å"rosy hue†. It does not boast with lengthy lines, numerous stanzas, academic words to express the simplicity of enjoying life, in life’s term. 6 Conclusion The poem â€Å"To Autumn† is a metaphor. Keats represented the season as man’s objects of his endeavors. In the same manner, the times of the seasons’ days represented man’s three stages in life. Why has Keats chosen autumn to represent ingredients of life’s journey? Maybe because of the colors it creates as the season journeys towards another. Maybe because autumn carries with itself the fruitful harvest of summer and links itself to the preparation winter does for a new life in spring. All these are speculations, and these speculations made me look into my life and my attitudes towards life as a journey. A lot of interpretations had considered â€Å"To Autumn† as one of the greatest odes that Keats had written. â€Å"Written in September of 1819, this piece is regarded as his most achieved ode.† 1. If all forms of writing, in different degrees of exertions aims to manipulate the reader’s mind to a certain mode of thoughtfulness, then Keats’ has manipulated mine into a romantic mode of communing with nature as a tool of reflection. He has vividly painted a picture of a season with words so successfully so that its form takes life and invited its readers to experience the joys of the season. It invited everyone to forget about worrying so much about future and take the joys of life in the here and now. 1 Analysis of Keats’ Poem To Autumn Essay. http://exampleesays.com/viewpaper/?wid=1795

Leadership theories in the context of healthcare management

Leadership theories in the context of healthcare management Do healthcare mangers need leadership theories? Critically evaluate at least two leadership theories in the context of healthcare management. According to Huczynski and Buchanan (2007), Leadership is defined as the process of influencing the activities of an organised group in its effort towards goal setting and goal achievement. Grint (2005:2) describes leadership as a function of relationship between leaders and followers, rather than simply focused on the person of the leader. According to Bass (1990:19), leadership is an interaction between two or more members of the group that often involves a structuring or restructuring of the situations, perceptions and expectations of the members. Thus it can be said from the above definitions that leadership is enacted through relationships with others i.e. the followers and leadership is widely distributed throughout the organization. Healthcare organisations around the world spend enormous amount of money in infrastructure and renovating facilities in hospitals, but spend a relatively less time or effort for the management of people who work in it. Effective leadership is therefore necessary for the smooth functioning of healthcare organization. According to Gunderman R. (2009), healthcare leaders should understand the nature of the organization where they work and should work in harmony with physicians, nurses, technologists, administrators and other members of organization. The people who work in healthcare organizations as leaders should understand the needs of the people they work with and should motivate them in order to increase their performance. Thus the overall performance of the organization depends upon the behaviour of leaders with their followers. Failure to understand human motivation can result in downfall of the organization. Medical leaders should look at the following questions: Which is more effective way to deal with the workers, benefits such as salary raises and public praise, or sticks, such as threat of termination and reduction in compensation? How can we improve workers performance, through tighter control or by increasing autonomy and empowerment? If the crucial needs of the workers are not fulfill ed it can affect their commitment towards organization and may result in financial instability of the organization. Leadership and management are often compared under the same platform. People are often confused and ask a question, Are managers leaders? The answer is NO, they differ from each other in many ways. Leadership is one of the roles that managers have to play and is therefore a subset of management. According to Gopee and Galloway (2009), management is about measuring and monitoring performance against pre-determined goals, following policies and procedures, controlling and organizing the structure and systems, working within resource allocation and maximizing output and productivity for the organization. Whilst on the other side leadership is about being visionary, anticipating change, motivating and inspiring workers and focusing on development of individuals. Watson (1983), describes seven Ss models to distinguish between leaders and managers. According to Watson (1983), managers mainly rely upon 3 Ss namely strategy, structure and systems, whereas leaders depends on 4 soft Ss called style, staff, skills and shared goals. Hollingsworth (1999) suggests fundamental differences between leaders and managers. According to him managers do things right i.e. they are transactional, while leaders do the right things i.e. transformational, managers administer while leaders innovate, manager focus on systems and structure while leaders focus on people. Thus leadership is a two-way process based on leader-follower relationship while management is based on relationship between the people working in the organization as individuals or teams. (Gopee and Gathway, 2009). Theories of Leadership: Several leadership theories have emerged over the past suggesting practical applications of leadership and its concept. Different leadership theories that are developed since 1920s are listed below: Time period 1920s 1940s Theory Trait or Great man theory Barnard (1938) for prescriptives: Ghiselli and Wald Doty (1954) for the descriptives. Style or behavioural theory Blake and Mouton (1964), Likert (1961) and McGregor (1960) Focus Intelligence, initiative and self-assurance. Participative culture, Represented a more democratic humanistic approach to the use of man in organisations and come at the time of reaction against scientific management. 1960s Contingency theory Fielder (1967), Schein (1980) and Vroom and Yetton (1973) An integrative way of looking at leadership, more specific to task work group and position of leader within that work group. A best fit approach. 1980s Post contingencies theory Bennis (1992), Kotter (1982), Mant (1983) and Peters and Waterman (1982) This theory particularly focused on American Business leaders with some perceptive comments as well as Anglo-Saxon leadership habits. 1990s Transformational leadership Bass and Avolio (1993), Cunningham and Kitson (2000a, 2000b) and Sushter (1994) Four components. 1. Idealised influence; 2. Inspirational motivation; 3. Intellectual stimulation; and 4. Individualised consideration. Late 90s-2000s Contemporary theories. Goleman (1999), Jumaa (2001), Alleyne (2002), Goffee and Jones (2000) Charismatic leadership Connective leadership Servant leadership Transactional leadership Transformational leadership Adapted from- Jasper M. and Jumaa M (2005), Effective Healthcare Leadership,page-25-26 Trait or Great man leadership theory. According to this theory certain persons have inborn leadership traits. Many studies were conducted by the end of 1950s which explored specific characteristics of effective leaders. (Handy 1993). These studies described significant correlation between leadership effectiveness and following traits: Intelligence Self-confidence Knowledge Initiative Supervisory ability Integrity Bass (1990), based on several findings from studies developed a profile of traits that are marked in effective leaders. These are categorised in 3 areas mainly: Intelligence -Judgement -Decisiveness -Knowledge -Fluency Personality -Adaptability -Alertness -integrity -Nonconformity Ability -Cooperativeness Popularity -Tact However the trait theory has certain weakness and problems like; the traits are very difficult to define accurately or to understand fully; many exceptional leaders do not possess all identified leadership traits; it cannot be concluded that a person is better or worse as a manager or leader only by possessing one or two traits. It is still questionable whether an individual could have all the traits for being a leader. However despite of many other leadership theories emerged today, trait theory has not been completely disregarded. For example- Recent research study conducted by kouzes and Posner (2007) concluded that Admired Leaders were likely to draw out specific characteristics, whereas 50% or more respondents selected: Honest (88%), Forward looking (71%), Competent (66%) and inspiring (65%). Around 28-47% of respondents selected intelligent, broad minded, straightforward, co-operative, dependable and imaginative as specific characteristics of effective leaders; while less than 25% of people selected ambitious, caring, mature, courageous, loyal, self controlled and independent. However there is no evidence between the correlation of nature and the essential characteristics of leader nor on what an effective leader is. It can be seen as trait of position, or power or knowledge and wisdom. Kotter (1990) suggested the functional approach and focused on the fact that the performance can be improved can be improved by training and the leadership skills can be developed over a period of time and perfected. He also suggested that organisations should not wait for leaders to come by their own rather grow their own by identifying employees which have certain potential to be a good leader. Transactional and Transformational theories have gained popularity for Leadership in Healthcare Organizations out of the various leadership theories available. Transactional leadership theory. Transactional theory of leadership is based on leading people by the virtue of management position held in the organizational hierarchy. It is seen that in this theory leaders identify the needs of the followers and transact with them. Thus this theory is considered as a social exchange process based on the power and reward system. In healthcare organisations this theory is related to the achievement of organizational goals which also includes attending health of local population.( Gopee and Galloway, 2005) According to Bass and Riggio (2006), the transactional theory is based on the leaders who are successful or effective in such a way that they maintain equilibrium and harmony by fulfilling their roles according to the procedures and policies and use incentives to enhance employee loyalty and performance. The transactional leader sets goals, gives direction and uses rewards to strengthen employees behaviour towards meeting or exceeding established goals (McGuire and Kennerly 2006). Although this theory supports status quo and is more predictable but it has also been criticised by various authors as it is lacking vision for future of the healthcare organisation. Thus the transactional theory of leadership has a very narrow focus and the leader can have a high self interest which may eventually lead to disturbance in the organisational structure.(Gopee and Galloway, 2009) Transformational leadership theory Transformational leadership is widely supported leadership approach for healthcare. According to Burnes (1978), transformational leadership is identified as a process where one or more person engage in such a way that leaders and followers raise one another to higher level of motivation and morality. In transformational leadership leaders motivate their followers by transcending their own self interests, elevating their needs and making them aware of the mission of larger entity of the organisation where they belong. (Bass 1995). Transformational leadership is considered superior to the transactional leadership style as the whole workforce is developed as the part of the process whose main function is delivering organisations objective. This can be achieved by fostering identification, going beyond simple leader-follower transaction and developing and intellectually stimulating employees. (Vandenberghe et al. 2002). According to Murphy (2005), transformational leaders are visionary, self-confident, and self-aware in breaking professional boundaries to develop a multidisciplinary team approach towards patient care. Transformational leaders inspire the followers and motivate them to exercise leadership by encouraging their belief that have the potential to achieve high aims. Thus a transformational leader is the catalyst for creating new innovative organisational paradigms (Murphy 2005 :135). The transformational leadership style is described by Markham (1998) as collaborative, consultative and consensus seeking and attributing power to interpersonal skills and personal contact. Thus the transformational leadership allow the followers to develop ideas and aspirations on how things could be better in healthcare settings. It articulates a vision for betterment of the healthcare services and thus allows one to work for raising the standards of care and treatment. Manley (2001) identifies six transformational leadership processes in practice; Ability to develop a shared vision Inspiring and communicating Valuing others Challenging and stimulating Developing trust Enabling Using these processes, transformational leaders assist the people working with them to become empowered and take responsibility of ownership to practice challenges and solutions (Sashkin and Burke 1990). The impact of transformational leadership does not restrict to development of individuals but it can also produce significant changes in practice settings by influencing the organisational culture. One of the main features of the transformational leaders is that they can inspire other people to follow their clear vision and that they demonstrate self-confidence in their ability to articulate the vision and promote change.'( Mullally 2001). Transformational leadership is also compared to that of a leadership style previously called as charismaticleadership which is now out of fashion. For example, people like Hitler, Churchill, Mussolini, Mao Tse Tung and The Reverend Moon have been perceived as charismatic leaders in the past but in todays modern era it will be difficult to call them as transformational leaders. Charismatic leaders are assumed to use their magnetic personalities to attract the followers. They are usually good orators and share their imaginary ideas with followers to create a common purpose. For example-Barack Obama demonstrated this ability during his election campaign and is believed to demonstrate complex ideas in a comprehensible manner to his followers. The concept of transformational leadership and its applications in complex organisations such as healthcare is based on four central components (Bass 1998), (Plesek and Wilson 2001): Idealised influence (charisma) Inspirational motivation Intellectual stimulation Individualised consideration Transformational leadership topic has been debated since the past three decades because the above four components can reflect the potential for causing organisational harm and destruction if the leader in the framework is supported by emotional intelligence (Goleman 2000a) to guide them through the swampy lowlands of organisational life (Schon 1983). According to Manley (2000) the transformational leadership approach is highly beneficial for the healthcare organisations as it has positive effects in the organisational change. An analysis of transformational leadership style in North America has shown qualities of integrity and honesty all strengthen by strong core of moral and ethical values (Bashor 2000). The key principle required in applying the transformational leadership in healthcare organisation needs much openness and honesty in all interactions (Jasper 2005). The use of personal qualities (such as charisma, influencing skills and communication) needs to be equally balanced by high levels of understanding and personal insight. This can be achieved through self perception and feedback from other colleagues. The ability to inspire and motivate depends upon the process of visioning. The leaders should be able to describe their ideas with clarity and details and should explain about the future consequences. To achieve this vision one should start working for the future vision by learning from the past realities and should show a collective effort where everyone has an opportunity to participate in the creation (Fenton 2003). Intellectual stimulation can be achieved by maintaining mental and intellectual alertness and acuity which can be gained by encouraging open criticism and deba te of wide ranging evidence base thus it helps to form the foundation of substantive change. The development of all individual towards their potential is one of the goals of transformational leadership. This can only be achieved by sharing thoughts of power bases in both organisations and interpersonal relationships. (Jumma and Jasper 2005). Thus it is seen that the two leadership approaches i.e. transformational and transactional approach are different from each other. Transactional leadership mainly involves transaction between the managers and their managed people while transformational leadership mainly focuses on various radical changes that can present challenges and growth for all. Comparison of Transformational and Transactional leadership approaches Transformational leadership Transactional leadership Merges own, followers and the organisations goals, desire values into common goal. Generates employee commitment to the vision. Challenges subordinate Rewards informally and personally Is emotional passionate about existing and new ventures Sees home and work on a continuum Aims to maintain equilibrium and status quo Is task-centred and orderly Coaches and fosters sheltered learning Uses extrinsic rewards High self-interest Sees home and work as separate entities. Adapted from- Gallow and Gopee (2009), Leadership and Management in Healthcare, page-59 Limitations of transformational theory: Although transformational leadership skills are highly desirable for effective functioning of an organisation, many management theorists like Bass, Avoliio and Goodheim (1987) think that transformational leadership alone can cause problem in long time. According to them transformational qualities must be coupled with more transactional qualities of day to day managerial role. According to Bass and colleagues, the transformational leader will fail without the traditional management skills. (Marquis and Huston 2009). They believe both sets of characteristics should be present in same person in different proportion. In Johnsons (2005) research he suggested that highly effective managers require both vision as well as specific plan to carry out their plans for achieving goals. Concept of leadership within the British National Health Service The New Labour Government included leadership as the part of their modernisation of the NHS and has been enshrined in the work of the NHS Leadership Centre, created in 2001as a part of NHS Modernisation Agency (The NHS Plan, DH 2000). The centre launched the NHS Leadership Qualities Framework in 2002 (NHS Leadership centre 2003) the components of this framework contains 15 qualities organised in 3 clusters of setting direction, personal and delivering the service. Components of NHS Leadership Qualities Framework Setting direction Personal qualities Delivering the service Broad scanning Intellectual flexibility Seizing the future Political astuteness Drive for results Self belief Self awareness Self management Drive for achievement Personal integrity Empowering others Holding to account Leading change through people Effective and strategic influencing Collaborative working These qualities reflect the values and beliefs intrinsic within the Governments political stance. Here the emphasis is on personal attributes and qualities as opposed to that of traditional source of authority and power or target driven incentives derived from business culture (Jumaa 2005). These qualities are considered as a set of key characteristics, attitudes and behaviours that a leader must possess in order to deliver the NHS plan; Setting the standard for leadership in NHS Assessing and developing high performance in leadership Integrating leadership across the service and related agency Individual and organisational assessment Adapting leadership to suit changing context. Case studies to demonstrate effectiveness of leadership theories. Case study 1. To measure the effectiveness of the new leadership framework in NHS, healthcare commission (now-Care Quality Commission) conducted a NHS staff survey. It was conducted in October 2003 and is probably the largest workforce survey in world. Total 572 organisations took part and around 203,911 NHS employees responded to the survey questionnaire. (www.cqc.org.uk) Results were produced before Healthcare Commission Executive Anna Walker. According to the survey more than 200,000 staff people told they liked working with NHS. Most of them were satisfied with their jobs but some part of the staff reported poorer work-life balance and higher level of work related stress. Thus healthcare commission urged NHS organisations to investigate and address these issues and try to get solution for it through more effective leadership approach. The fifth annual national survey of NHS staff was conducted between October and December 2007. In this survey 156,000 employees from all 391 NHS trusts in England responded to a questionnaire asking about their views and experience of working with the NHS. The aim of this survey was to look at the attitudes and experience of NHS staff so that the employers can review their own staff and take necessary action. The results of the survey showed that job satisfaction remained high among most of the staff. 75% of staff was satisfied or very satisfied as well as satisfaction with the amount of responsibility. While in terms of staff engagement mixed results were seen. Around only 23% i.e. less than quarter of staff agreed that senior managers involve staff in important decisions and only 22% agreed that communication between staff and senior management is effective. While only 26% of staff were satisfied, or very satisfied with the extent to which trust values their work. This was the sing le most common reason given by those thinking of leaving their jobs. Along with this 8% of staff said they had experienced some discrimination at work in the previous 12 months. About 3% said they had been discriminated against their ethnic background. Thus it can be concluded from the above two studies that the NHS staff were generally satisfied with their jobs. However there were some areas where significant action is needed for improvement. The NHS should also make some effective plans to value staff and engage them successfully in important decisions-making. While NHS should also do more in order to improve the communication between staff and senior management. Case study 2. The Healthcare Commission also conducted 5 surveys in 2004 to find out patients overall experience about the new NHS. The questionnaires and methodology were designed by the NHS Surveys Advice Centre at Picker institute Europe. About 850 eligible people were identified from each trust that took part. A total of 568 NHS organisations and 312,348 patients took part. The response rate for the patients varied from 63% for the adult in patient survey and 42% for the mental health survey. Results were published in first week of august 2004 and the Commission reported that patients gave positive opinions about the high quality care they received at the NHS. Majority of patients said they have trust and confidence in the clinical staff. They are listened to and treated with lot of dignity. Thus a great improvement in communication between the NHS staff and patients was seen and people were allowed to give their own suggestions regarding the facilities they would like to see as an improvement for the organisation. (Jasper and Jumaa 2005) Case study 3. The following case study is based on my experience of working at a Multinational Pharmaceutical company, Zydus-Cadila healthcare limited, India. It is an innovative global pharmaceutical company that discovers, manufacture and markets a wide range of healthcare products. It produces products like Active Pharmaceutical Ingredients (API) to formulations like tablets, capsules, syrups etc Along with this it also manufactures various animal health products and cosmeceuticals. Headquarter of the company is located in Ahmedabad, India. It also has its offices spread across four continents and different countries including USA, Europe, Japan, Brazil, South Africa and 25 other emerging markets. They employ around 10,000 employees worldwide and have one of the best Research and Development centre for drug research. The motto of the group is Improving peoples lives through innovation. I had an opportunity to work there as a trainee for my under graduation internship for a duration of 6 months. My role included looking after the process involved in operation of different departments like production, packaging, storage, marketing and submitting daily report to the manager. The whole company was perfectly organised and the management was distributed in a systematic manner depending on the type of department. There were different mangers according to the department like for Human-Resource department, Production department, Quality-control department, RD (Research and development) department and the Marketing department. Each of the department had a head person above them under whose guidance all mangers used to work. According to me, the leadership approach in this organisation contained both transactional as well as transformational concepts of leadership theories. The manager under whom I used to work was a transactional leader. He was very particular about the work. Right from the first day of my training I found him a bit eccentric. He was not at all friendly with all of us working under him. He used to assign each of us a particular work for a day. For example- On the first day of my training I was told to go and check the ware house of the company where the finished goods were stored and to write the Standard Operating Procedure for dispensing the goods. Following his instructions we all went and did our report writing work. He came for a visit within 3 hours, gathered all of us and started asking questions about what we observed. Those who were unable to answer his question were scolded. He gave us first warning about our work and said those who will complete their work early and accuratel y will have the additional benefit i.e. they will be allowed to go home 1 hour early. This thing worked as an incentive amongst all of us and thus we became more enthusiastic towards our work. Slowly over a time it was realised that the way he was leading us was different from others. For him the sole purpose was getting the work done from us in such a way that each one of us feels excited about work. He was very professional at work while very jovial and friendly at home. He was totally task oriented and orderly person. He never accepted any ideas or suggestions from any of the followers. Thus he was more of a transactional type manager. The other type of manager under whom we were working is completely opposite of the above mentioned manager. He was our marketing department manager. He was a true example of transformational leader. The way he used to lead us was truly inspirational. He used to explain us the complete process before handling any work. He was very supportive at work and had a vision for companys success. His communication and motivation skills were excellent. Right from the first day of my training under him we liked working with him. He always welcomed new ideas and suggestions for marketing. He was very much focused about his vision and always strives hard to achieve it. He had good interactions with everybody in the team and always used to motivate us. He used to look at everybodys work personally and if he will notice any mistake in our work would teach how to correct it on the spot only. He used to ask for the feedback about his new ideas from each of us and correct himself if the feedback was no t satisfactory. This shows his eagerness to work with the team which created positive effects on each of the team members. He was never after rewards from the company. His only aim was taking companys sales to the epitome of success. He was fully dedicated to the company and worked with whole heartedness. Thus all of us used to work with great enthusiasm under his leadership. So he can be described as a perfect example of transformational leader. Hence the company Zydus-Cadila Healthcare limited has a mixture of transformational and transactional leaders which ultimately results in the success of company. Conclusion The essay here explains about various leadership theories in healthcare and its effectiveness by the use of some case studies. Healthcare organizations are complex in nature. It requires a well balanced management and leadership approaches to effectively run the organisation. Each individual in organisation should share their knowledge with others. This synergy among workers is the key part for generation of new ideas and concepts for the organisation. Many leadership theories have been developed since past and still it is continuously adapting a new change for the effective leadership theory. Considering leadership in healthcare it is seen from the example of NHS in the UK that the combination of both transactional and transformational leadership theory may be the most efficacious for an organisation. Thus the healthcare managers require leadership theories and put them in practice to make it work effectively. However, according to Grint (2005:105), one of the top secrets of leaders hip is not a list of innate skills and competences, or how much charisma you havebut whether you have a capacity to learn from you followers.

A Clockwork Orange Essay: A Movie Analysis -- Movie Film comparison co

A Clockwork Orange A Movie Analysis  Ã‚  Ã‚      In 1962, Anthony Burgess' novel A Clockwork Orange was published for the first time. This novel was an anti-utopian fable about the near future, where teenage gangs habitually terrorize the inhabitants of a shabby metropolis. The novel deals with the main focus that man is a sinner but not sufficiently a sinner to deserve the calamities that are heaped upon him. It is a comic novel about a man's tragic lot. (Bergonzi 152).   Ã‚  Ã‚  Ã‚  Ã‚  In 1971, Stanley Kubrick turned Burgess' novel into a 136 minute, color motion picture produced by Warner Brothers. The movie starred Malcolm McDowell as the young gangster guilty of rape and murder. Kubrick was both writer and director.   Ã‚  Ã‚  Ã‚  Ã‚  Stanley Kubrick was born July 26, 1928 in the Bronx, New York. He is an accomplished director with other ground breaking movies under his belt, such as The Shining, Paths of Glory, and 2001 A Space Odyssey. His films have one common theme- the dehumanization of mankind. He is also known for his symmetric image composition and long "zooming out" and/or "zooming in" sequences. Kubrick constructs three-way conflicts and utilizes the techinique of extreme close-ups of intensely emotional faces. An interesting note is that Kubrick often uses the number 114 in his movies. In Clockwork Orange, Alex is given "Serum 114" when he undergoes Ludovico treatment. (Internet Movie Database 1) Some critics claim that it is due to the brilliance of Kubrick that Clockwork Orange was so successful. In his book The Science Fiction and Fantasy Handbook, Alan Frank writes, "Had the movie been the work of a lesser film maker, it is unlikely that it would have had the reception it receive d; as it is, [Kubrick's] brutalization of Burgess... ...reated a controversial film that brought the novel of Anthony Burgess to life. The violence and rapes were forced on the watcher and the nature of mankind as a sinner was driven into the minds of those who sat through the 136 minute film. Bibliography A Clockwork Orange . Beck, Michael and Thomas Waites. Cineman Syndicate. 1979. Received from America Online on April 18, 1997. Bergonzi, Bernard, Contemporary Novelists.1976. Cohen, Alexander J., Clockwork Orange and the Aestheticization of Violence. Accessed April 28, 1997 from the A Clockwork Orange homepage. Gottlieb, Sidney, Masterplots II.1987. Shipman, David. A Pictorial History of Science Fiction Films. In and Out of this World. Hamlyn Publishing, Middlesex, 1985. Utting, Bryce. A Clockwork Orange discussion notes. Accessed April 25, 1997 from A Clockwork Orange home page.   

Liyana Badr’s A Balcony over the Fakihani, Pillars of Salt, by Fadia Faqir, and A Woman of Five Seasons, by Leila Al-Atrash :: A Balcony over the Fakihani

Liyana Badr’s A Balcony over the Fakihani, Pillars of Salt, by Fadia Faqir, and A Woman of Five Seasons, by Leila Al-Atrash In Liyana Badr’s novella, A Balcony over the Fakihani, the main character, Su’ad, meets and falls in love with a man named Umar, who towards the book’s end is killed in battle. What occurs between the meeting and the death constitutes the author’s attempt to process the environment in which she grew up. Similarly, Pillars of Salt, by Fadia Faqir, and A Woman of Five Seasons, Leila Al-Atrash, focus on and investigate women’s lives in the Arab world. At the very least, three issues are at work in these books. One string explores the oppressions and the joys, the perversities and the passions of Arab women. Another theme is Arab men’s behaviors and attitudes toward women. The final topic, which encompasses the other two, is the idea of literary form; that is, the particular ways in which the authors represent their experiences through writing. Taken together, these novels, in both shape and content, explore what it means to be a woman in an Arab , a man’s, world. One early scene in A Balcony Over the Fakihani is emblematic of the novella as a whole, as well as of the novels of Faqir and Al-Atrash; it encapsulates the authors’ artistic approach to the handling of their lives, the hostilities they must endure, the roles of Arab men and women, and the different ways both act within their setting. To begin, Badr artfully sets the stage in an almost journalistic fashion, parodying a newspaper’s objective approach in the face of so much human tragedy: "May 1973—tank gun and machine gun fire on Shatila camp (Badr, 45). This crafty setup is part and parcel of the way in which the author handles her topic. Only through art can she comprehend and process these events. In this respect, "The sky was lit with green and red stars, and the thunder and lightening wasn’t real thunder and lightening, but bullets from machine guns and small arms." In the midst of such fighting, Su’ad noticed "a white hair in the middle of her head. I couldn’t believe a baby’s hair could turn white" (46). Her disbelief is compounded when Im Hamdi sees the white hair and "cried out and wailed." Su’ad, in turn, is overcome by emotion. The two women hug and cry.

Imagery of the Sea in Hurston’s Their Eyes Were Watching God and Seraph

Imagery of the Sea in Hurston’s Their Eyes Were Watching God and Seraph on the Suwannee â€Å"She Called In Her Soul to Come and See† Both Zora Neale Hurston’s Their Eyes Were Watching God and Seraph on the Suwannee act as accounts of female recognition. The two protagonists of the novels, Janie and Arvay, come realize the significance of personal enjoyment of life for one’s self, and how such an awareness causes you to be surrounded you with people who love you for your own happiness. In both novels Hurston uses literal and figurative imagery of the sea as a symbol for this self-affirmation. The connection is more pronounced with Arvay, as she and Jim finally return to one another while actually at sea, yet the connection runs with Janie throughout Their Eyes†¦ as well as both women struggle to reach their â€Å"horizons† of answers and satisfaction. The opening lines of Janie’s story consist of, â€Å"Ships at a distance have every man’s wish on board. For some they come in with the tide. For others they sail forever on the horizons†¦Ã¢â‚¬  These words suggest the necessity in life to endeavo...

Fin 4100 Essay

Financial Management 1. Happy Valley, Inc. stock is valued at $51. 40 a share. The company pays a constant dividend of $3. 80. What is the required return on this stock? Po = D/Rs $51. 40 = $3. 80/Rs Rs = 7. 39% 2. The Francis Company is expected to pay a dividend of D1 = $1. 25 per share at the end of the year, and that dividend is expected to grow at a constant rate of 6. 00% per year in the future. The company’s beta is 1. 15, the market risk premium is 5. 50%, and the risk-free rate is 4. 00%. What is the company’s current stock price? Po = D1/(Rs-g)Rs = 4% + (5. 5%)1. 15 = 10. 325% Po = 1. 25/(. 10325-. 06) Po = 28. 90 3. Nachman Industries just paid a dividend of $1. 32. Analysts expect the company’s dividend to grow by 30% this year, by 10% in Year 2, and at a constant rate of 5% in Year 3 and thereafter. The required return on this low-risk stock is 9. 00%. What is the stock’s current market value? D1 = 1. 716 D2 = 1. 8876 D3 = 1. 98198 P2 = 1. 98198/(. 09-. 05) = 49. 5495 Po = 1. 716/(1. 09) + (1. 8876+49. 5495)/(1. 09)^2 Po = 44. 87 4. A firm has the following sales: 008200920102011 $1,248,311$1,542,661$1,821,962$2,048,725 Use the compound average growth rate to forecast 2012 sales. g = [(2048725/1248311)^ . 3333] -1 g = 17. 956069% 2012 sales = 2048725 (1+. 17956069) 2012 sales = 2416595. 469 5. A firm is considering two projects, and it requires a 12% return on its projects. Their minimum payback period is 2. 5 years. Assuming the projects are independent (not mutually exclusive), which would you choose based on the payback method? The NPV? The IRR? Project AProject B Initial outlay $200,000Initial outlay $180,000 Cash flows Year 1$70,000Year 1$80,000 Year 2$80,000Year 2$90,000 Year 3$90,000Year 3$30,000 Year 4$90,000Year 4$40,000 Year 5$100,000Year 5$40,000 Payback for A: 2. 55 years (reject) NPV for A: $104,275. 05 (accept) IRR for A: 30. 15% (accept) Payback for B: 2. 33 years (accept) NPV for B: $32,647. 23 (accept) IRR for B: 20. 57% (accept) If the projects were mutually exclusive, then based off of Payback, only B is accepted; off of NPV, A is accepted; and off of IRR, A is accepted. 6. A firm has a capital structure containing 40% debt, 20% preferred tock, and 40% common stock equity. The firm’s debt has a yield to maturity of 8. 1%, its annual preferred stock dividend is $3. 10, and the preferred stock’s current market price is $50 per share. The firm’s common stock has a beta of 0. 9, and the risk free rate and the market return are currently 4% and 13. 5% respectively. The firm is subject to a 40% tax rate. What is the firm’s WACC? WACC = . 40 (8. 1%) (1- . 40) + . 20 (6. 2%) + . 40 (12. 55%) = 8. 204% 7. A firm has 1 million shares of outstanding common stock which currently trades at $50 per share. The firm’s stockholders require a 15% return on their investment. The firm also has $47. 1 million (par value) in 5 year, fixed rate notes with an after tax yield to maturity of 7% . The current market value of the five year notes is $49 million. The firm also has 200,000 outstanding shares of preferred stock which pay an annual dividend of $8 and currently trade at their $80 per share par value. What is the firm’s WACC? Market cap for common stock: $50M Market cap for debt: $49M Market cap for preferred stock: $16M WACC = . 15 (. 43478) + . 07 (. 42609) + . 10 (. 13913) = 10. 90%

Cooking Rice and Peas Jamaican Style

Many people identify Jamaica with beautiful white sand beaches with clear blue waters. Jamaica offers more than unspoiled nature, given its motto – Out of many one people, one will find a mixture of ethnicities and more which have impacted on some of the traditional dishes we now prepare today. One such traditional dish is rice and peas, which has become famous as one of our Sunday Jamaican dishes. Rice and peas is prepared using a combination of rice and peas. This dish provides a good source of complex carbohydrates and a healthy balance of proteins; the addition of herbs such as pimento seeds, fresh thyme and scallion gives this dish a wonderful aroma and an unusual â€Å"kick† to the olfactory glands. This dish is usually served with meat, poultry or fish, as the rice and peas counteracts the spiciness of the main meat dish. Preparing this dish is not as complicated as one may think, and if one takes a chance to try it, then one might just find themselves loving it. The four major steps that are involved in the making of this dish are the gathering of the ingredients, the preparation of the peas, the extraction of the coconut milk and the cooking process. First, you will need to gather all the needed ingredients to make the rice and peas. The appetizing set of ingredients vital for this dish are: red kidney beans, rice, garlic, green scotched bonnet pepper, escallion, thyme, salt to taste and coconut milk or a coconut. Please remember that the coconut milk and the herbs used are very essential for the taste of this dish and it will make the difference from the other types of rice dishes that you might have had before. Several pieces of equipment are also necessary: medium-sized bowl, measuring cup, fork and spoon and a pot. Having obtained all of the specified ingredients and equipment, the next step is the preparation of the peas or beans and the dry coconut. Many types of beans can be used such as red kidney beans, pigeon peas, gungo peas and black-eyed beans and cowpeas. If fresh peas are being used then these have to be washed and boiled for forty-five (45) minutes or more until tender. If dried beans are used, soaking them overnight in plenty of cold garlic water is recommended. After that rinse and drain the soaked beans and boil in fresh salted water until tender. The peas can be tested to see if they are cooked by crushing them against the lid of the pot. If they crush easily, then you are ready to move on to the next step. The next step is the extraction of the coconut milk. Using a metal skewer the softest eye of the coconut must be pierced to drain the liquid into a bowl. With a hammer or the back of a heavy machete break shell and with the point of a sturdy knife pry the meat out of the shell in chunks doing so carefully. Grate coconut on small tear drop shaped holes of a four sided grater or finely chop in a food processor or a blender. To make the coconut milk, water should be added to the grated coconut pulp and be left in the bowl for about five (5) minutes. Using a fine sieve or cloth pressed in the hand to extract the liquid and keep out the coconut pulp. It is important to note that once the liquid is extracted hot water can once again be poured on the same coconut flesh to make another extract. You are now ready to begin cooking. The previous step is very important because the coconut milk helps to add the unique flavour to this traditional meal. The extracted coconut milk along with garlic is added to the pot in which the peas and water have been simmering. When the peas are fully cooked, salt, uncut scotch bonnet pepper, thyme and escallion are added to the pot. The aroma from the herbs makes their presence known and there will be a strong sinus healing smell that will tickle the inside of your nose. After all the ingredients have been cooking together for a time or more importantly when the peas are fully tender and deemed to be cooked, the washed rice is then added to pot. A fork or wooden spoon can be used to combine everything. It is recommended that this dish be prepared on a low fire until done. If all the steps above are followed, one can say that they have now mastered the art of cooking Jamaican rice and peas from scratch using a combination of basic ingredients found in Jamaica. The processing time is approximately two (2 hours or more. I’m quite sure that given the tastiness of this dish it will be eaten in less time than that. Please follow all the suggested steps and include all the listed necessary ingredients and you will see or rather taste the end result.