Tuesday, December 24, 2019

Essay on History of Japanese Art - 1027 Words

Throughout many centuries, art has portrayed an exceedingly dominant role in Japanese culture. These forms of artwork varied from everything from pottery to clay figurines. Overall, the majority of Japanese art was and still is considered to be of high importance in Japanese history. However, the most intriguing and unique form of art was the Isho-ningyo and Iki-ningyo dolls, otherwise known as the fashion doll and the â€Å"living doll†. Both the Isho-ningyo and the Iki-ningyo were merely two of the plentiful assortment of dolls created by the famous Japanese artisan, Goyo Hirata, as items of â€Å"luxurious indulgence.† The Kintaro doll of Isho-ningyo type or Iko-ningyo type illustrates the significant advancements in Japanese doll art†¦show more content†¦The Heian Period was essentially considered the next step in the evolution of Japanese doll art. This occurred during the time of 794 to 1,185 BC, or more specifically described as the early eleventh cent ury. The first appearance of Japanese doll art began around what was considered the â€Å"peak† of the Heian period, in which several types of dolls had already been defined strictly because of the novel The Tale of Genji. Specific dolls that were made were the Okiagari-koboshi, which were the â€Å"roly-poly† described toys made from papier-mà ¢chà ©. The Okiagari-koboshi became truly valued in the Heian period because they were thought of as good-luck charms, symbols of perseverance, and symbols of resilience. Another form of Japanese dolls created was Saga dolls. Saga dolls were made entirely out of wood and were painted by temple sculptors, which were the first known professional doll makers adapted during the Heian period. Comparatively, the Heian Period displays a variety of advancements in Japanese doll art than the Jomon period. Already, in this second step of doll evolution, there were significant changes as far as the technologies used and composition. In t he Heian, the technologies consisted of papier-mà ¢chà © and wood, while the composition consisted of greater varieties of colors and designs. The third step in the Japanese doll evolution occurred from 1,603 to 1,867 BC during the Edo period. At this point in Japanese history, Japan was closed to mostShow MoreRelatedThe Japanese American National Museum1354 Words   |  6 Pages The Japanese American National Museum is located in the heart of Little Tokyo, surrounded by many ramen diners, mini malls, and japanese boutiques. The museum opens up chronologically, starting off by displaying the migration of the Japanese with their aspirations to start a new life in America. After many displays of progress and struggles, the bombing of Pearl Harbor resulted in Japanese evacuation and eventually the internment of the Japanese as the United States entered World War Two. 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Sunday, December 15, 2019

Long Days Journey into Night Character Analysis Free Essays

In this essay I shall be examining two characters and their actions and roles in the book I shall also be comparing the two characters and examining their relationship with one another. I have chosen to examine Jamie and Edmund. Jamie is considered a failure by our standards; he was neglected as a child by his parents and never loved. We will write a custom essay sample on Long Days Journey into Night: Character Analysis or any similar topic only for you Order Now He has become an alcoholic, like his father, and has no prospects for the future. He is often described as a ‘whoremonger’ as he resorts to brothels to make up for the lack of love he receives at home. He is blamed for killing his brother Eugene who died as a baby from illness. Edmund has been ill since he was born and this is often blamed on Jamie. He is the child born after Eugene and is mollycoddled by his mother, Mary who is afraid to let him go. He is beginning to become an alcoholic through his brother’s bad influence. He is Eugene O’Neill’s double in the play, and has sailed around the world but is now sick with consumption, even though he has no more lines than anyone else the play tends to revolve around him with it climaxing at the forgiveness of his father and brother for all the bad things he has done to him. Both Jamie and Edmund are deeply aware of their mother’s drug problem. Read also Analysis of Characters in Flannery O’Connor’s â€Å"The Life You Save May Be Your Own† The first point I am addressing with Jamie is his role as a ‘failure’. During the book Jamie is always portrayed as a failure and as a scapegoat for people’s problems, meaning that he is not actually as bigger failure as he is portrayed. He is ashamed of his footing in life, and he is forced to work for his father, doing jobs around the house. Mary sums this up with; â€Å"Poor Jamie! How he hates working in the front where everyone can see him†. He is also following in his fathers footsteps by having far too much pride and caring what the more well off people think of him ; â€Å"Poor Jamie! He bent almost backwards so they (the Chatfields; well off family) wouldn’t see him†. Jamie’s failure is always blamed upon himself when in fact his parents’ neglect of him resorts him not to succeed in life. His mother, the most important to him considers him to be a big let down to the family; â€Å"who would of thought that Jamie would grow up to disgrace us†. On the other hand Edmund is some what succeeding in life compared to his brother, he has sailed around the world and his only stunt is that he is always ill. It is felt through out the book that he is beginning to fail in life and follow in his brothers footsteps. He is similar to his brother in ways, but one difference is that Edmund is spoilt by his mother and she tends to flap if she suspects Edmund is poorly; â€Å"I’ve been so worried ever since you’ve been sick†. This shows how Mary grants her children little freedom and independence, by the fact that if Edmund is ever to be sick he knows he can always run to his mother, if Mary had left things maybe Edmund would be away from home and might be succeeding in life. Edmund has always been sick and has never really come to terms with this; â€Å"That’s foolishness you know its only a cold†. This is a good point on Edmunds half because with this confidence he should be able to act like a normal healthy man and go out into the wide world but his mothers grasp on him stops him from doing so. Jamie on the other hand is not as mollycoddled by his mother as Edmund and chooses his freedom to get drunk and spend all his money on whores. His father has an alcohol problem and Jamie does only what he knows and has also resorted to drink, like his father. His father is quite a hypocrite by locking up the whisky so Jamie can’t drink and become an alcoholic, but is happy to be one himself. Jamie also resorts to going to brothels to try and gain some love from whores, by paying them, they are referred to as the â€Å"fat burlesque queens†. It can be said that Jamie lacks ambition in life and is happy to waste his days in the bar and at the burlesque house. Summed up by â€Å"loftier dreams than whores and whiskey†. Edmund through out the play feels like he doesn’t have his father to turn to in times of need so he resorts to Jamie, and also Jamie acts as a father figure when he feels the need to â€Å"Listen, kid. You know me I’ve never lectured you, but Doc hardy was right† It is thought that Jamie is trying to bring Edmund down in life like him maybe in order to counterbalance his failure, and Jamie acts like a replacement to Tyrone. Jamie is very sarcastic in the play and jumps at any chance to make a sly comment to try and bring down any form of happiness that the family might have; â€Å"another shot in the arm†. This is to do with the fact Jamie doesn’t understand and he his only contribution is purely sarcasm. During the play the different stage directions help to show us what the characters are like. Jamie’s sarcasm is portrayed with stage directions such as â€Å"(maliciously) (looks away guilty) (dryly) (sneering)† and â€Å"JAMIE takes one look at the bottle and glasses and smiles cynically†. His personality causes conflict within the family where his parents are to blame for their nurturing of his personality. The stage directions for Edmund show him to be disheartend and gloomy; â€Å"(gloomy) (disturbed) (ignoring this)†. He is Naà ¯Ã‚ ¿Ã‚ ½ve at times and acts as if he is not hard done by even though he is treated badly. The stage directions in the play help to add depth to the characters and make them appear more human in the text and gives the characters more credibility as ‘real’ people. The rotations of characters are also important to see how the characters interact. The rotation between Jamie and his father, Tyrone, shows how likes repel each other as their views conflict; Tyrone; â€Å"The less you say about Edmund’s sickness the better for your conscience†. Jamie is made to feel like he’s to blame for Edmund’s sickness even though it could be down to Tyrone’s neglect. The rotation between Jamie and Edmund shows Jamie out to be a father figure to Edmund; â€Å"I love your guts, I’d do anything for you† this shows Jamie out to be the father Edmund has never had but Jamie often resorts to the ways of his father; â€Å"What are you trying to do, accuse me? Don’t play the wise guy with me!† In conclusion we can say that Jamie is doing exactly what his father is doing, even though he dislikes his father’s stance in life. We can also say that through each others actions Jamie and Edmund draw out each others strengths and weaknesses. How to cite Long Days Journey into Night: Character Analysis, Papers

Saturday, December 7, 2019

Change Management Organisational Change

Question: In todays highly volatile, unpredictable and ever flexible business environment, organisations can only take an emergent approach to change.Discuss the validity of this statement. Answer: In todays highly volatile, unpredictable and ever flexible business environment, organizations can only take an emergent approach to change. This essay will discuss the validity of the given statement by covering several change types, change triggers, contextualization, change models and general discussion on internal company environment in relation to the change that is taking place such as leadership, roles by management and effective implementation of change. Change is not only a necessity but a requirement for globalized business worlds of 21st century. In order to cope up with change, change management is required. However, in order to manage change, it becomes necessary to analyse the type of change (Armenakis et al, 1993). Change can be of various types depending upon where in an organization structure or culture is a change needed. Organizational change in general is a response to either the internal factors or the external factors (Burkhardt, 1994). Changes that happen inside the environment of an organization are inclusive of structural changes, strategic changes, people and process based change. Structural changes are those changes made for the internal structure of an organization that may develop from factors that are internal or external and they do impact the normal functioning of an organization. These changes are inclusive of aspects such as hierarchy of organization, command change, systems of management, job structure and procedures of administration (Armenakis et al, 1993). Strategic change are inclusive of making a change to the complete goals, visions, missions, purpose, strategy related to an organization. This change completely changes the way in which businesses are conducted by an organization (Burkhardt, 1994). An example for structural change can be quoted here. If an organization such as Catelyn Communications has made a decision for merging with another organization in the same industry then the merger will require structural change as activities such as merger of hierarchies, duplicating departments, eliminating departments etc. Internal and external factors are both responsible for triggering a change. The internal organization environment has a reference to events, factors, people, systems, structures and conditions internal to an organization commonly under companys control (Armenakis et al, 1993). The mission statement of the company, the culture and leadership style are also factors associated typically with the organization internal environment. It is this environment which impacts the activities, behaviour of employees, their beliefs and the decision made. Leadership style change, the mission or culture of an organization generally considerably impact the growth rate of an organization. An example can be quoted here of Apple Inc, which is the technological leader across the globe. Leadership style change in the company from Steve Jobs to Tim Cook, has caused Apple to face immense hurdles (Armenakis et al, 1993). The company under Steve Jobs had an innovative and transformational type of leadership exp erience however the change of this leader led Apple to face innovation inefficiency because yet the employees are not accustomed to the leadership change (Gerstner, 2002). Those factors on the contrary out of the control of an organization are external environment related factors causing changes to be made within a company. Competition growth, changing perception of the customers, dynamic political situations and need for technological advancement are all factors present externally that trigger a change internally. Change context or contextualization implies to analyse the right context of change in order to appropriately manage it. In the management of change, organizations are often faced with several contexts of change which can either be wrong or right when working to manage change. It should not be forgotten that change management is all about change from peoples perspective and therefore several people related issues when providing change management contexts are confronted with. The context of people issues in relation to change are inclusive of engaging, morale, resisting, fatigue, stress, communication and training (Armenakis et al, 1993). These all are very much essential to the world of change management but they do not convey the change management importance in a particular context which will really hold a meaning for those supporting and executing the needed change. The right context of change on the other hand is return on investment, benefit realization, results, outcomes and orga nization value. Depending upon this contextualization of change, there are various ways by which strategically change can be managed such as process of planned change, the process of emergent change (Burkhardt, 1994). There are several change management models however provided in the 21st century for managers and leaders in order to manage the processes of change without any resistance. Resistance is offered generally when employees do not have much knowledge of the change process neither do they understand their role and responsibility in this change process. By letting the employees know that change is implemented for the welfare of all the members of the organization and by providing support to the employees, change resistance can be dealt with (Burkhardt, 1994). However, change resistance can cause immense damage to an organization and therefore understanding why change has been resisted is significant. Leaders here play an essential role because leaders with their leadership st yle are able to make others understand the importance of implementing the offered change. (Change Model 1: Lewins Model of change management) (Wanberg et al, 2000) The above provided figure explains the model of change management given by Lewins. As evident from the model there are 3 stage change processes which are inclusive of unfreezing, refreezing and change in between. Most efforts of change fail because insufficient preparation for it has been done. Unfreezing stage of this model helps organizations to plan and communicate the desired change in turn making the organization prepare their employees for change (Mossholder, 1993). Developing an urgency sense and developing a coalition are important and necessary steps of this model. An example can be quoted here to highlight the application of this model done by the former IBM CEO. The CEO implemented change and successfully transformed organization in the initial 1990s (Herold et al, 2008). The organization was able to manage change only because they created a sense of urgency rather than hiding their defeat. Coalition development is also necessary, for example, Paul Pressler on becoming Gap Inc. CEO started an effort to change culture with a desire to create an identity sense amongst various brands of the company such as the Republic of Banana and Gap. Or this reason, segmentation of employees took place in order to reach all the employees together. The company initiated through giving 2000 senior managers training in the summits of leadership in turn who were instrumental to ensure in the remaining 150,000 employees cooperation in the company. By allowing the employees to participate in the change management plan, change was possible and successful. Next step is the change execution step wherein technological changes are planned, structures, cultured and procedures (Nash, 2005). The procedure on how change execution will be done depends upon the change type. Success is attained however by continuous provision of support, creation of small wins and eliminating obstacles. After implementation of the change, the change efforts successful long term application depends up on the range till which change has becomes an important component of the culture of the company. If change is successful then thinking in a revised manner, behaving and monitoring will be routinely done (Wanberg et al, 2000). For evaluating and reinforcing this kind of change, there are several activities that management can take. Publicizing success depends upon making the change as permanent. Rewarding adoption of change is also crucial here in order to make sure that the change has become permanently imbedded in the organization benefiting from rewarding those people who have made this change be successful. The simple action of giving recognition makes the slightest difference and highly encourages the organization employees to keep supporting the change (Kotter, 1996). Embracing change continuously is also crucial as it offers implementing change a direction in the light of all the benefits that this change is offering. Continuous change is embraced by only those companies who a re learning organizations. Setting up of a dynamic loop of feedback not only helps in change management but also helps in analysing the contextual process or nature of change (Kotter, 1995). When organizations have the ability of understanding the change, then it is already assured for the organization that this change implementation will make them establish success. In conclusion, it can be said that organizations in the midst of ever changing environments, have to experience the process of change management because change is not only crucial it also helps in providing a tough experience or challenge for companies that makes the companies to learn (Biddle et al, 2006). A learned organization such as those explained in the examples in this paper, IBM and Gap Inc. are those organizations which follow a planned change process in order to analyse the context of change and implement to embrace change regularly (Hamel, 2000). When change is implemented it has to be analysed appropriately through models of change management in order to make sure resistance is kept away. References Wanberg, C. R., Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132142. Herold, D. M., Fedor D. B., Caldwell, S., Liu, Y. (2008). The effects of transformational and change leadership on employees commitment to a change: A multilevel study. Journal of Applied Psychology, 93, 346357. Armenakis, A. A., Harris, S. G., Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681703. Gerstner, L. V. (2002). Who says elephants cant dance? Inside IBMs historic turnaround. New York: HarperCollins; Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press. Burkhardt, M. E. (1994). Social interaction effects following a technological change: A longitudinal investigation. Academy of Management Journal, 37, 869898 Kotter, J. P. (1995, MarchApril). Leading change: Why transformations fail. Harvard Business Review, 73(2), 5967. Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681703. Nash, J. A. (Nov/Dec 2005). Comprehensive campaign helps Gap employees embrace cultural change. Communication World, 22(6). Wanberg, C. R., Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132142. Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press; Reay, T., Golden-Biddle, K., Germann, K. (2006). Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49, 977998. Hamel, G. (2000, July/August). Waking up IBM. Harvard Business Review, 78(4), 137146.