Comparing the novel of 'jesus's son' by Denis Johnson with the movie Essay

Comparing the novel of 'jesus's son' by Denis Johnson with the movie of 'jesus's son' - Essay Example He tries to explain in the connection of the short stories, through the different aspects of the drug connection the author articulate a different take on drug abuse. On the other had the movie is a compilation of the short stories with parts of the book edited to fit the characters. The book is detailed, which gives the reader a chance to make images of descriptions articulated in the book. The main issue is that the main character is involved in a flow. The movie borrows Johnson’s ideas on the stories of the characters. The contemporary fiction is made in the 70s fashion of the hippies and junkies. Some will protest that the scenes in the movie push too freely against one another citing it as a description of a squashy narrative in which the guns go wrong and the cars lack have brakes in some people’s perspective. I believe the short stories are accurate for an account concerning druggies. Their lives are too sporadic, the good times, lows settle out into detached esc apades and story, estranged by emptiness, and pass outs. The movie is not as indulging as the books since people have different opinions on what they see more compared to the things they read. The book and the move have several differences, which are going to be tackled. The first difference in the movie that the book does not depict is the character ambiguity. The main character does not resemble the books character. The movie is strongly presented in the fashion of the 70s where it was a clear directionless time and the characters take the audience spinning from the moments of hilarity to the heartbreak. The book is geared to making the people to change the drug trends into respectability. The author takes the reader into the dungeons of drug use and hopelessness with the aim to give the reader the extent of drug abuse in the society. The movie has a different take n the drugs. It does not condemn or appraise the use of drugs but gives the reader the point of view of a survivor. T he lives of the characters are framed so episodically to add up to the novels depictions of the stories these difference makes the book more interactive and fluid compared to the movie. With disconnects depicted in the movie, characters come out to give the audience the feelings of desperations they have. The author coined the book depicting the Para-realities of the characters as they aspire to walk in the tattered cruelties that they bring on themselves and the deplorable treacheries. The movie lacks the oomph the author put in the expression of the Para-realities. For instance, the unlovely trauma that the narrator’s girlfriend has that eh author explains with no excuses or apology. The lies in the relationships and the constant reliance on the company of their fellow drug users is more clear in the book as compared to the novel where it is faded. The imagery of the title is not given more emphasis in the movie. Rather the producer gave the movie a velvet underground in it s entirety. Another clear character difference is the lack of plot in the film where the producer did not have one. The movie is told in complete flashbacks watering the books purpose that the author had on the flow of the events of the druggies depicted in the book. The swearing in the movie characters dilutes the articulation of the books information. The characters have several arguments where they have they

Managerial Accounting Essay Example | Topics and Well Written Essays - 750 words - 3

Managerial Accounting - Essay Example The net yearly cash flows were $560,000. The total net cash flows were $3707368. The initial cost of $3.3 million were subtract from the cumulative cash flows to arrive at the present value. At a net present value of $407368 the project should be accepted. The net present value of the project was -$393872. The inflows of the project were the revenues of $660,000. The outflows of the project were the taxes of $264,000 and the yearly cost of $100,000. The new cash flows were $296,000. The project was discounted at an interest rate of 8%. The cumulative net cash flows of the company were $2906128. The initial cost of $3.3 million was subtracted to arrive at the NPV of -$393872. The project should be rejected because the NPV was negative. Subjective factors affect the decision making of projects. In this example a subjective factor that could affect the decision is whether or not the sales forecast is reliable. Another subjective factor that should be considered is the selection of the contractor to build the lift. The company should choose a contractor with a reputation of doing quality work to ensure that the 20 year useful life is reliable. Economic value added or EVA is a measure of a company’s financial performance based on the residual wealth calculated by deducing cost of capital from its operating profits (Answers, 2011). The metric is often also referred to as economic profit. The formula to calculate economic value added is net operating profits after taxes (NOPAT) minus capital multiplied cost of capital [NOPAT – (capital * cost of capital)]. EVA measures the surplus value created on an investment. Four advantages associated with the use of EVA are: The balance scorecard consists of an integrated set of performance measures that are derived from the company’s strategy and support the company’s strategy throughout the organization (Garrison & Noreen, 2003). The tool is very effective at achieving the

Relation between change management and emotional intelligence

Relation between change management and emotional intelligence Introduction Every business need to go through changes in the comparative business environment , this may happen different ways in different organisations, some of organisations may imposing the changes on workforces, such as redundant, salary review. Others may focus on re-engineer or re-structure business model. However, change management is the basic skills for managers and leader to adopt; it is essential approach to organisation to implement. ( ) define change management as The systematic approach and application of knowledge, tools and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment. There are different change management models been published, such as Kanters 10 commandments, Pettigrew 5 factors, Kotters 8 failure and success factors . Similarly, at the beginning stage of change models, it is essential to create vision to change then motivate employees to accept, act and attain the change. It is not easy as says. People have good reason to resistant the changes, because the nature of change , include the risk and uncertainty, which most of people do not like that, also different people have the different preferences, some people like to stay where they are, these people can be named as stability oriented. Some people may resistance to change for emotional reasons, for instance, someone doesnt like to change job, because he/ she doesnt want someone else to tell them what to do. SARA Model Therefore, when the change is undergoing, people tend to go through a series of stages, people call it as SARA Model: S- hcok A- nger R- ejection A- cceptance Shock: It is nature for people to face the shock, when it comes across the changes, confusion or disorientation is symptom in this stage. Anger: it expresses in different ways, employee may anger with oneself or others, in particular, people close to them, they need to show the feeling when the change happen. Rejection: in some case, at first, people would like to reject the change rather to accept it instantly. In this stage, the rejection not only appear on the action, also include the denial of emotional impact. Acceptance: in the stage, people able to accept the change and adopt it. It also involved the negative acceptance, such as resign for work. The key principle advocated by the change management theory is communication; it is significant to keep employees informed completely before the change happens, the managers should prepare themselves to deal with employees reaction in the change process. It is not simply get people together and give orders, the manager need to monitor employees emotion in different stages of SARA model. Emotion and Emotional Intelligence Emotion is the power to drive the employees actions in the organisation; it is also the primary driving force behind motivation. Managers need to be aware of employees emotion movement, be able to understand it, then control the emotion in certain level to maintain the relationship, teamwork and work efficiency. The development of the reading and express emotions along with management skills will improve motivation for employee and increase the productivity for organisation. In 1980s psychologists, evolutionary biologists, psychiatrists, scientists had identified a series of human capacities related to emotions. By 1983, a psychologist, Howard Gardner from Harvard university, who identified the multiple intelligence, as ( ) claimed it has seven kind of intelligence, include two personal varieties: knowing ones inner world and social adeptness. The term emotional Intelligence was introduced by two psychologists, John D. Mayer and Peter Salovey in 1990, they define the Emotional Intelligence as the set of abilities that account for how peoples emotional perception and understanding vary in their accuracy. More formally, emotional intelligence as the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in the self and others. ( ) In contrast, in 1995, Daniel Goleman published a book called emotional intelligence: why it can matter than IQ, which became the best-seller internationally, ( ) claimed the emotional intelligence as the abilities called here emotional intelligence, which include self control, zeal and persistence, and the ability to motivate oneself. Theories of Emotional Intelligence Mayer-Salovey ability model In 1997 , John D. Mayer and Peter Salovey proposed the Mayer-Salovey ability model, it include four level. Show as below: Perception and Expression of Emotion Assimilating Emotion in Thought Understanding and Analysing Emotion Reflective Regulation of Emotion Perception and Expression of Emotion: the most basic level of emotional intelligence, it involve the perception and appraisal of emotion. For example, in the organisation, managers should able to identifying oneself and employees emotion and interpret it, in order to maintain the synergy within the organisation. Assimilating Emotion in Thought: the second level of emotional intelligence, it is the capacity of emotions to enter into cognitive thinking, use the emotion to communicate feelings. According to ( ) said the emotions prioritize thinking, for example, sometimes, people tend to respond to things emotionally, not rationally. It is something manager should pay attention. Understanding and Anglicising emotion: the third level of emotional intelligence, understand and reasoning about the emotion, for instance, happy, anger, sad, fear. It is important for managers to recognise the emotions, aware how employee unfold them and reason about them. Reflective Regulation of Emotion: it is the highest level of emotional intelligence, it involve the management and regulation of emotion in oneself and others. Mangers should utilise these skills into workplace, manage the employees emotion and motivate them to work effectively. The Bar-On Theory Unlike Mayer-Salovey ability model seen the EQ as abilities in different level, the Psychologist Reuven Bar-On ( ) viewed the emotional intelligence as array of nonncognative capabilities, competencies, and skills that influence ones ability to succeed in coping with environment demands and pressures. Bar-On identified five functional areas which are essential to emotional intelligence, show as following: ( ) Intrapersonal Skills Interpersonal skills Adaptability Scales Stress- Management Scales General Mood Bar-On Emotional Intelligence Theory Intrapersonal skills include emotional self-awareness, assertiveness, self-regards, self-actualization and independence. Interpersonal skills, there are interpersonal relationships, social responsibility and empathy. Adaptability scales cover problem solving, reality testing and flexibility. Stress-management scales involve stress tolerance and impulse control. General mood, happiness and optimism are two keys. Bar-On ( ) believes that if people go through appropriate training, emotional intelligence ability can be improved, furthermore, he believes that EQ along with IQ, construct the general intelligence of human beings. Bar-On developed the first measure of emotional intelligence, called Emotional Quotient Inventory. Individual with high EQ are more likely to meet the environment demands, which Bar-On (1997) explains Emotional Quotient Inventory (EQi) related to the potential to succeed rather than success itself. Daniel Goleman emotional intelligence model Daniel Goleman is a psychologist and journalist, he had published a book called Working with Emotional Intelligence, and the book became the best seller on both Atlantic. In the book, he created popular emotional intelligence model as below: Knowing Ones Emotions Management Emotions Motivating Oneself Recognizing Emotions in Others Handling Relationship Knowing Ones Emotions: it involving self- awareness, which means recognising emotion. It is the key for managers to aware employees emotions; it is also cover the ability to monitor the movement of emotion. Managing Emotions: It is the ability to handling emotions in appropriate way as process of self awareness building. It also means to give sympathy to someone or oneself when some one in difficulties, and mange to get rid of anxiety, gloom and irritability. Motivating Oneself: Organising emotions in the service of goal is important for self-motivation and creativity. According to ( ) it help to delaying gratification and stifling impulsiveness, and being able to perform well in different works and get into the flow state. Recognising emotions in others: it is the basic interpersonal skills, such as empathy. People who have empathic awareness are accustomed to spot others needs and wants. Handling Relationships: it require the skills in managing relationship and emotions, it is also the ability to interact with others effectively and smoothly. Emotional Intelligence personal relationship EQ is involved how to deal, perceive, understand and manage the emotions, it is helping individual in their relationship. In particular, for the manager to have emotional intelligence competencies, because managers need to engage with employees to achieve agreed goals, they can not work alone. Managers with higher EQ are more likely to be in flow and happy, they able to keep the positive mood, aware the negative mood, have better social life, and better relationship with subordinates. Because, higher EQ managers are able to motivate others through effective teamwork, encourage subordinate to achieve the pleasurable goals. Manger with lower EQ are likely express their feels and emotions in inappropriate way, they face trouble reading the body language, and low sensitivity about their and others feelings and emotion. Mangers with lower EQ whose tend to use authority to create the distance between themselves and subordinates, which is unfavourable for the organisation. Emotional Intelligence transformational leadership Transformational leadership seen as ( ) the ability to bring about significant change. It is relevant in the context of change management. As claimed ( ) transformational leaders able to manage changes in organisations strategy, culture, as well as employees motivation. Transformational leaders provide more freedom to employees, they focus on the intangible element, for instance the vision, value, building solid relationships, rather than controlling the employee by rules, incentives, power. Moreover, the emotional intelligence plays a critical role in the transformational leadership. There are four characteristics for transformational leader when they adopt emotional intelligence. The transformational leader able to provide a vision which desired in the future, it is the vision significantly better and appropriate than other ones. By using emotional intelligence ability, leaders communicate to employees in the way that the difficulties of change can be solved and the effort of change is worth. Transformational leadership moves employee more motivated, employees given opportunity to control, transformational leaders able to motivate employees focus on their own mission and goals, also define the boundaries within it which employee can accomplish it in the relative degree of freedom. Transformational leadership shift the employees concerns from the lower hierarchy of needs (physical needs, safety needs )to higher hierarchy of needs(self-esteem and self-actualization), which means the transformational leader not only meet the lower need through better salary, better working place, these leaders with emotional intelligence also pay attention to employees attitude in terms of personal growth and development. Transformational leaders motivate employees to do more than others, which encourage them to go beyond the self- interests to contribute the organisation. Emotional intelligence transformational leaders able to create the awareness of importance of changes, therefore when the employees admire their leaders, they have high level of trust in transformational leaders, they are positive and confidence about the changes confronted, it leads to willing contribute the organisation beyond the self-interest. Emotional Intelligence Leadership skills As ( ) found that a leader with high EQ is more effective than a leader with high cognitive capability, leaders with high EQ know and understand the secrets of the heart, they have developed what called an educated heart, a sense of personal and social responsibility. Therefore, Leaders with higher emotional intelligence performance better in certain skills, three main significant skills mentioned below: Self-awareness: it enable managers to accurate understand their strength and weakness, self awareness is also related to impulse control and tolerance stress. High EQ managers should able to cope with the difficult and challenging situation. Care Employee: it involves making the ease environment, and making employee relax. It is help to manager control impulse with regard to anger and others emotion, and make employee happy while they work, as a result to increase better teamwork and productivity. Relationship building skills: it is ability to build the relationship with people around which involve inside and outside the organisation. It also involve impulse control and stress tolerance skills, which is the key to in interpersonal managers, it is similar concept as above mentioned Daniel Goleman emotional intelligence model. Critics of Emotional Intelligence Goleman (1995) claims that if we look at sets variables of emotional intelligence persistence, warmth, optimism and so forth. We can predict important life outcomes. The way to interpret the claim is that people with more emotional intelligence traits are likely to be success in the life or workplace. The different traits such as empathy motivation, assertive, tolerance, optimistic, sociability, attention to details, extroversion and so forth, contribute to success. However, Barrick and Mount (1991) carried out research of 24.000 workers, they found top three personality trait which related to emotional intelligence traits which mentioned above. They found altruism and modesty were not related to job success, and extroversion, it include the good feeling and warmth were not predict the success for lawyers, teachers, although it is work in sales people. In addition, some of the series of traits may conflict, for instance people with higher demand to goals may have lower in cooperatio n, furthermore , it is not necessary means that organisation to recruit employee with higher emotional intelligence can be success, because when HR department prepare the job description, according to ( ) traits such as people skills, initiative, and persuasiveness appear in 67% of job description.. So, Golemans claim regarding emotional intelligence is seem like overblown, people with higher emotional intelligence can not be predicted the future success. Secondly, Goleman (1998) claims that Outstanding leaders emotional competencies make up to 85% to 100% of the competencies crucial for success. It not necessary true , because leader not only need to have emotional intelligence, they are also look for opportunity to allow them to lead effectively, and the success leaders always looking for better way to improve their performance. However, as ( ) mentioned clearly, there is link between an individuals ability to manage and generate emotions and leadership. In other hand ( ) discuss that the important of individualized consideration as an aspect of transformational leadership and identify charisma as an aspect of leadership. It means that individual consideration and charisma also the important factor for success leadership. Conclusion Overall, in the first part report, it has clear analysis the relation between change management and emotional intelligence, the organisation need to deal with changes all the time, they need to adopt appropriate strategy, structure, procedures to manage change, the report also mention the change management models, such as Kanters 10 commandments, Pettigrew 5 factors, Kotters 8 failure and success factors, and SARA model. At the second part, it focus on how managers communicate undergoing changing process, the way to aware and monitor employees emotion, the conception of emotional intelligence has been introduced, the different definition also been stressed. Moreover, the theories of emotional intelligence also been listed, it provide the clear picture for managers in what extent and how to utilise the emotional intelligence. The third part of the report, has critical analysis the relationship among emotional intelligence, personal relationship, transformational leadership, leadership skills. It is the way to examine the emotional intelligence in other perspectives. The advantage and disadvantage side of the emotional intelligence in relation to transformational leadership, and the skills need for emotional intelligence managers. At the last part, the critics of emotional intelligence has been arise, the argument been made regarding the claim of Daniel Goleman. First claim about the variable of emotional intelligence can predict the important life outcome. The report has provided the examples and other authors research to argue the thesis. As result, the emotional intelligence has overstated, people with higher emotional intelligence can not predict the future success. The second claim said the Outstanding leaders emotional competencies make up to 85% to 100% of the competencies crucial for success. It is the only significant factor related to leaders success, it is one of many among important factors. Ref

A Deconstruction of Erich Maria Remarques All Quiet on the Western Fro

A Deconstruction of Erich Maria Remarque's All Quiet on the Western Front The young soldiers depicted in Erich Maria Remarque's text All Quiet on the Western Front represent a generation without precedent, constancy, or forethought. The men, answering their elders' calls to become national heroes, have lost their innocence on the battlefield and remain forever altered in belief and spirit. Remarque contrasts the cold realities of war in the present to the tranquility of the past in order to illustrate the psychological transformation of the men stationed on the frontlines. The soldiers appear trapped in the present and alienated from their pasts; however, deconstruction of the text rejects the present and past as opposing states of time and identity, and reveals them as related conditions that are intimately and permanently intertwined. Much of the critical literature regarding All Quiet on the Western Front concerns the binary relationship between the symbols of present and past. For example, critics Barker and Last assert: "This rupture with the past is one of the most dominant themes of Remarque's work, the discontinuity of life, this jolting from one place of existence to another, for which man is completely unprepared" (54). This opposition is represented in Remarque's descriptions of the contrasting environments of present and past.? The present is depicted as a state of unpredictability, uncertainty, and impermanence in which the soldiers merely exist on the edge of life. The narrator, Paul Baumer, imparts the dismal desperation of the front: "Shells, gas clouds, and flotillas of tanks--shattering, corroding, death. Dysentery, influenza, typhus‑scalding, choking, death" (Remarque 283). In contrast, the past is... ...between the present and the past. Defining symbols, customs, and allegations of the past, both real and perceived, provoke a human battle between rival notions of an ideal present. Literary deconstruction approaches a text in much the same manner, confronting and dismantling fixed signs, traditions, and assertions. Yet like war, a deconstructive reading does not provide a final answer or the ultimate truth. Works Cited Barker, Christine, and R.W. Last. Erich Maria Remarque. London: Oswald, 1979. Culler, Jonathan. On Deconstruction. New York: Cornell University Press, 1982. Leitch, Vincent. Deconstructive Criticism. New York: Columbia University Press, 1983. Remarque, Erich Maria. All Quiet on the Western Front. New York: Ballantine, (1928)1958. Wagener, Hans. Understanding Erich Maria Remarque. Columbia: University of South Carolina Press, 1991.

Project Management and Leadership Essay

Leadership is a set of profound practical approaches that determine the success of various change projects within any organizational context. Leadership has already turned into the instrument of guidance and direction for the majority of international and local companies. The close conjunction of leadership and management guarantees that the company will take stable position on the market in the long-term period. Leadership helps determine the basic priorities of the company’s development and lead the organizational process towards predetermined goals and objectives. Innovation and change remain the two key components of the successful leadership; the ability to implement innovative decisions and strategic changes determines the success of any leadership strategy that is implemented within specific company. The development of shared vision, communication strategies, and commitment determines the success of management projects in the constantly evolving organizational environment. Successful leadership: innovation and change Change is the key to successful management. The ability to implement changes determines whether the company is able to stay afloat in the constantly changing competitive environment. Change is intensely personal. For change to occur in any organization, each individual must think, feel, or do something different† (Duck, 1993). That is why leadership skills require understanding the significance of change. Leadership cannot exist without change; without leadership, the change cannot become real. For the change to become relevant and useful, the leader should guarantee that all followers have their experience and thinking conversed to end up in the â€Å"at a predetermined place at approximately the same time† (Duck, 1993). Such approach to leadership will ensure that the leader and the followers follow the same leadership line, clearly understand their performance goals, and possess sufficient and effective tools for achieving these goals. These leadership approaches will also insure the sharedness of thinking, and the leader’s realization of possible problems and obstacles on the way towards organizational and performance highs. Change requires innovative thinking; change means developing new thinking; change implies meeting the challenges which leaders and followers have never confronted before. The combination of innovation and change in leadership serves the instrument for addressing the major challenges and tasks within any organizational framework. However, how do we shape the required leadership framework that allows implementing changes and affecting the process of organizational performance? Several key factors determine perfect leadership. Leadership is the critical element that guarantees appropriate balance between leaders, managers, and employers from all company’s divisions. To be a leader and to manage changes means to be able to stabilize the relationships between the leader and the group of followers, who further carry the leader’s vision of organizational change across all organizational levels. Duck (1993) writes that managing change means managing the conversation between the people leading the change effort and those who are expected to implement the new strategies, managing the organizational context in which change can occur, and managing the emotional connections that are essential for any transformation. Thus, leadership is the source, the initial stage, and the ruling force of transformations within any organizational context, but it becomes irrelevant if the leader is not able to deliver the message, the mission, and to develop emotional connections between the separate elements of the organizational structure. Leadership is impossible without conversation; leadership is also impossible without the already mentioned emotional connections. Leadership cannot turn into management, and cannot bring any positive results if is does not turn into the tangible set of organizational goals. Such transformation is impossible if the leader fails to speak his ideas to the followers in a way that makes them comprehensible and achievable. The leader’s ability to speak the goals and methods of organizational change implies that the leader is able to move the employees out of their control zones, and to establish the sense of urgency in terms of any organizational change and any organizational objective. Overestimation of leader’s abilities to move people ahead is one of the major mistakes a leader makes at the first stage of implementing change. Most successful change efforts begin when some individuals or some groups start to look hard at a company’s competitive situation, market position, technological trends, and financial performance† (Kotter, 1995). However, it is not enough for a good leader to realize the scope of the needed changes, and the need to change the current organizational context; successful leadership has a clear vision of how the minds of the followers should be changed to make them follow the leader and to realize the critical need for a change. Followers should be moved; they should be pushed towards changes. Followers require motivation, and a successful leader is the source of this motivation. To see the need for change may be easy, but it is a deceptive impression. In reality, the first stage of change management is the most difficult of all: employees should be motivated and driven. As soon as the employees and followers are motivated and driven towards change, the next stages of change implementation will be faster, easier, and more goal-oriented. A good leader will never quit if change efforts fail at the initial stage of change initiative. A good leader is able to distinguish the major problems, to facilitate the frank discussion of these problems with the followers, and to further promote the importance of change championships across all company’s departments. Here, ideal leadership combines the sense of urgency with the ability to persuade the followers that the first failure does not indicate the need to give up the whole change management process. The sense of urgency is always reasonable and important: â€Å"when the urgency rate is not pumped enough, the transformation process cannot success and the long-term future of the organization is put in jeopardy† (Kotter, 1995). A successful leader will never be too safe; a successful leader will not be too cautious, but will constantly move towards the predetermined goal, overcoming obstacles, meeting challenges, and inspiring the followers. The urgency rate is high enough to transfer to the next stage of change management, when the three quarters of the company management are convinced that change is inevitable. â€Å"People in the organization may need to hear a message over and over before they believe that this time, the call for changes is not just a whim or a passing fancy. It takes time for people to hear, understand, and believe the message† (Duck, 1993). A successful leader is not only able to deliver the message, but can objectively evaluate the responses from team members. Duck (1993) says that â€Å"what counts is the point of view of everyone else in the organization†, and the success of change management depends on whether the leader is able to interpret, reinterpret, and reevaluate the way followers see the ultimate goals of organizational changes. Communication and balance requires understanding whether followers believe in the success of change, and whether they know what this change means for them and for the organization in general. The leader’s role is to understand whether employees require leadership assistance to better understand the ultimate goals of the implemented change, and whether they are able to communicate their concerns to the leader. When the leader is able to pass the first stage of change management and to incorporate his vision into the minds and souls of employees, the next stage is to make the followers communicate their opinions. A perfect leader will never compel his followers to deliver â€Å"a winning love vision† as soon as employees are involved into change management process (Davenport, 2005). To expect this type of response means to put the whole change management process under the threat of failure. The need to communicate is justified by the need to create different systems of employees’ opinions and thoughts; these subsequently form cohesive working teams that further lead the organization to a new changed position. For a good leader, the followers’ viewpoints are the keys to creating an integrated and well guided coalition of thinkers who realize the need for the change and are ready to act. A good leader understands that a good team is not created overnight; â€Å"the leadership coalition grows and grows over time† (Kotter, 1995). A good leader understands that it is not necessary to involve all senior managers into change management process; on the contrary, a careful analysis of the team members is required before they enter the change process altogether. â€Å"In both small and large organizations, a successful guiding team may consist of only three to five people during the first year of a renewal effort. But in big companies, the coalition needs to grow to the 20 to 50 range before much progress can be made in phase three and beyond† (Kotter, 1995). A good leader realizes that the number of team members is not critical; content is more important when it comes to guiding change initiatives. Leadership implies the importance of team integrity and performance integrity (Sirkin, Keenan & Jackson, 2005). â€Å"By performance integrity, we mean the extent to which companies can rely on teams of managers, supervisors, and staff to execute change projects successfully† (Sirkin, Keenan & Jackson, 2005). The integrity between the leader, managers, supervisors and the staff determines the stability and success of leadership. Senior managers are frequently reluctant to invite key performers into the team, but a successful leader realizes the value and importance of these performers for the whole process of change management. That is why the company should make everything possible to free these performers from their routine work and to provide them with sufficient â€Å"change freedom† within the change team. With the key performers being involved, the project team will be able to handle a wide range of pressures, challenges, and obstacles.

Mobile television Essay

Mobile television is television watched on a small handheld or mobile device. It includes pay TV service delivered via mobile phone networks or received free-to-air via terrestrial television stations. Regular broadcast standards or special mobile TV transmission formats can be used. Additional features include downloading TV programs and podcasts from the internet and the ability to store programming for later viewing. According to the Harvard Business Review, the growing adoption of smartphones allowed users to watch as much mobile video in just three days of the 2010 Winter Olympics as they watched throughout the entire 2008 Summer Olympics – an increase of 564%.[1] DMB in South Korea History The first pocket-sized mobile television was sold to the public by Clive Sinclair in January 1977. It was called the Microvision or the MTV-1. It had a 2-inch CRT screen and was also the first television which could pick up signals in multiple countries. It measured 102Ãâ€"159Ãâ€"41mm and was sold for less than  £100 in the UK and for around $400 in the US. The project took over ten years to develop and was funded by around  £1.6 million in British Government grants.[2][3] Mobile TV is one of the features provided by many 3G phones. In 2002, South Korea became the first country in the world to have a commercial mobile TV CDMA IS95-C network, and mobile TV over 3G (CDMA2000 1X EVDO) also became available that same year. In 2005, South Korea also became the first country in the world to have mobile TV when it started satellite DMB (S-DMB) and terrestrial DMB (T-DMB) services on May 1 and December 1, respectively. Today, South Korea and Japan are at the forefront of this developing sector.[4] Mobile TV services were launched by the operator CSL in Hong Kong, March 2006, on the 3G network.[5] BT in the United Kingdom was the among the first companies outside South Korea to launch Mobile TV in September 2006, although the service was abandoned less than a year later.[6] The same happened to â€Å"MFD Mobiles Fernsehen Deutschland†, who launched their DMB-based service June 2006 in Germany, and stopped it in April 2008.[7] Also in June 2006, mobile operator 3 in Italy (part of Hutchison Whampoa) launched their mobile TV service, but opposed to their counterpart in Germany this was based on DVB-H.[8] Sprint started offering the service in February 2006 and was the first US carrier to offer the service. In the US Verizon Wireless and more recently AT&T are offering the service. In South Korea, mobile TV is largely divided into satellite DMB (S-DMB) and terrestrial DMB (T-DMB). Although S-DMB initially had more content, T-DMB has gained much wider popularity because it is free and included as a feature in most mobile handsets sold in the country today. Challenges Mobile TV usage can be divided into three classes: †¢ Fixed – Watched while not moving, possibly moved when not being watched †¢ Nomadic – Watched while moving slowly (e.g. walking) †¢ Mobile – Watched when moving quickly (e.g. in a car) Each of these pose different challenges. Device Manufacturer’s challenges †¢ Power consumption – Continuous receipt, decoding, and display of video requires continuous power, and cannot benefit from all of the types of optimizations that are used to reduce power consumption for data and voice services. †¢ Memory – To support the large buffer requirements of mobile TV. Currently available memory capabilities will not be suited for long hours of mobile TV viewing. Furthermore, potential future applications like peer-to-peer video sharing in mobile phones and consumer broadcasting would definitely add to the increasing memory requirements. The existing P2P algorithms won’t be enough for mobile devices, necessitating the advent of mobile P2P algorithms. There is one start-up technology that claims patentability on its mobile P2P, but has not drawn attention from device manufacturers yet. †¢ Display – Larger and higher-resolution displays are necessary for a good viewing experience. †¢ Processing power – Si gnificantly more processor performance is required for mobile TV than that used for UI and simple applications, like browsers and messaging. Content Provider’s challenges †¢ Mobile TV specific content – Mobisodes: mobile episodes of popular shows which are relatively shorter (3 to 5 minutes), to suit the likely viewing habits of the mobile TV user. Digital TV North America As of January 2012, there are 120 stations in the United States broadcasting using the ATSC-M/H â€Å"Mobile DTV† standard – a mobile and handheld enhancement to the HDTV standard that improves handling of multipath interference while mobile.[9] The defunct MediaFLO used COFDM broadcast on UHF TV channel 55. Like satellite TV, it was encrypted and controlled by conditional access (provided via the cellular network). It required a subscription for each mobile device, and was limited to the AT&T Mobility or Verizon Wireless networks. Broadcast mobile DTV development While MediaFLO uses the TV spectrum and MobiTV used cell phone networks,[10] â€Å"mobile DTV† (ATSC-M/H) uses the digital TV spectrum. At the National Association of Broadcasters (NAB) show in April 2007 in Las Vegas, the ATSC and 8VSB methods for delivering mobile DTV were shown. A-VSB (Advanced VSB), from Samsung and Rohde & Schwarz, was shown at the previous year’s show. In 2007, LG, whose Zenith Electronics came up with 8VSB, introduced (with Harris Group) its Mobile-Pedestrian-Handheld (MPH) system. As the broadcast networks began making their content available online, mobile DTV meant stations would have another way to compete. Sinclair Broadcast Group tested A-VSB in fall 2006, and its KVCW and KVMY were participating in the mobile DTV product demonstrations at the NAB show. A-VSB had worked in buses at the 2007 Consumer Electronics Mobile television Show. ION Media Networks started a test station on channel 38, which was to be used for digital LPTV, to use for a single-frequency network (SFN). In some areas, more than one TV transmitter would be needed to cover all areas. Mobile DTV could have been used at that time because it would not affect HDTV reception. A single standard, however, had to be developed.[11] At the Consumer Electronics Show in January 2009, the first prototype devices from LG and other manufacturers were demonstrated, including receivers for cars from Kenwood, Visteon and Delphi. It was announced that 63 stations in 22 markets would debut the service in 2009. Gannett Broadcasting president David Lougee pointed out that many of those attending the inauguration of Barack Obama would likely hear him but not see him; had the new technology been in place, this would not have been a problem.[12] In April 2009, the Open Mobile Video Coalition, made up of over 800 broadcast stations, selected four test stations: Gannett’s WATL and ION’s WPXA-TV in Atlanta, and Fisher Communications’ KOMO-TV and Belo’s KONG-TV in Seattle. WPXA had begun mobile DTV broadcasting on April 1. The others would start in May.[13] Later in 2009, ION said it was making available HDTV, standard definition and Mobile DTV streams using its affiliates in New York City and Washington, D.C. The â€Å"triple-play† concept was part of an effort to create a Mobile DTV standard. At the time, only those with prototype receivers could pick up the streams. ION Chairman and CEO Brandon Burgess said mobile DTV lets stations â€Å"think beyond the living room and bring live television and real time information to consumers wherever they may be.†[14] The Advanced Television Systems Committee started work on mobile DTV standards in May 2007, and manufacturers and sellers worked q uickly to make the new technology a reality. The OMVC persuaded LG and Samsung to work together starting in May 2008 so that differing systems (possibly a self-destructing format war) would not delay or kill the technology. Early in July 2009, the ATSC Technology and Standards Group approved the ATSC-M/H standard for mobile DTV which all members green-lighted October 15. The public could be using the new devices by 2010, though watching TV on cell phones seemed unlikely in the near future since telephone manufacturers did not yet include that capability. The technology was expected to be used for polls and even voting.[15][16] By the end of the year, the ATSC and the Consumer Electronics Association began identifying products meeting the standard with â€Å"MDTV†.[17] Paul Karpowicz, NAB Television Board chairman and president of Meredith Broadcast Group, said This milestone ushers in the new era of digital television broadcasting, giving local TV stations and networks new opportunities to reach viewers on the go. This will introduce the power of local broadcasting to a new generation of viewers and provide all-important emergency alert, local news and other programming to consumers across the nation.[16] Later in July, the first multi-station tests began in Washington, D.C., while single stations in New York City and Raleigh, North Carolina already offered mobile DTV. The OMVC chose Atlanta’s WATL and Seattle’s KONG as â€Å"model stations† where product testing could take place. 70 stations in 28 media markets planned streams by the end of 2009. The Washington test would involve WPXW-TV, WUSA, WDCA, WRC-TV, WHUT-TV, WNUV in Baltimore, and WNVT, a part of MHz Networks, a multicasting service. All of the stations would have two of more channels each, with â€Å"electronic service guide and alert data† among the services. 20 sellers of equipment would use these stations to test using the existing standard, but testing the final standard would come later, and tests by the public would happen in 2010, when many more devices would be ready. Obviously, manufacturing large numbers of the devices could not take place without the final standard. LG, however, began mass-producing chips in June. ION technology vice president Brett Jenkins said, â€Å"We’re really at a stage like the initial launch of DTV back in 1998. There are almost going to be more transmitters transmitting mobile than receive devices on the market, and that’s probably what you’ll see for the next six to nine months.† Devices would eventually include USB dongles, netbooks, portable DVD players and in-car displays.[18] White House officials and members of Congress saw the triple-play concept in an ION demonstration on July 28, 2009 in conjunction with the OMVC.[19][20] Another demonstration took place October 16, 2009 with journalists, industry executives and broadcasters riding around Washington, D.C. in a bus with prototype devices. Included were those who would be testing the devices in the Washington and Baltimore markets in January 2010.[21] On August 7, 2009, BlackBerry service began on six TV stations–WISH-TV in Indianapolis; WAVY-TV in Hampton Roads, Virginia; KRQE in Albuquerque, New Mexico; WANE-TV in Fort Wayne, Indiana; WALA-TV in Mobile, Alabama; and KXAN-TV in Austin, Texas. 27 other stations will eventually offer the service, and LIN TV, which developed the BlackBerry service, has an iPhone application planned.[20] By October, 30 stations were airing mobile DTV signals, and that number was expected to be 50 by year-end. Also in the same month, FCC chair Julius Genachowski announced efforts to increase the amount of spectrum available to wireless services.[16] Also in August, WTVE and Axcera began testing a single-frequency network (SFN) with multiple transmitters using the new mobile standard. The RNN affiliate in Reading, Pennsylvania had used this concept since 2007.[22] Richard Mertz of Cavell, Mertz & Associates says VHF won’t work as well for mobile DTV because a 15-inch antenna or some other solution would be required, although he has heard from people who had no problems. An amplified antenna or higher power for the transmitting station would likely be needed, as well as repeater stations where terrain is a problem.[23] Lougee, whose company planned testing in its 19 markets in 2010, said the chip designs with the new devices made targeted advertising possible.[21] In December 2009, Concept Enterprises introduced the first Mobile DTV tuner for automobiles. Unlike earlier units, this one will provide a clear picture without pixilation in a fast-moving vehicle, using an LG M/H chip and a one-inch roof-mounted antenna. No subscription wil be required.[24] Also in December, the Consumer Electronics Association hosted a â€Å"plugfest† in Washington, D.C. to allow manufacturers to test various devices. More than 15 companies, and engineers from different countries, tested four transmission systems, 12 receiver systems, and four software types.[17][25] On December 1, News Corp. chairman Rupert Murdoch said mobile DTV would be important to the future of all journalism, and he planned to offer TV and possibly newspaper content in this way.[26] At the January 2010 Consumer Electronics Show, NAB head Gordon H. Smith disputed the idea that broadcasting’s days were numbered, calling mobile DTV the proof over-the-air television would continue its popularity. He said people would use cell phones and other devices to watch, and broadcast technology would be the best way to do this. Wireless broadband, which some wanted to replace broadcasting, would not be able to handle the demand for video services.[27] ION’s Burgess showed off one of the first iPhones capable of receiving mobile DTV, while ION’s Jenkins showed an LG Maze and a Valups Tivit; the latter sends signals to the iPod Touch and will soon work with the Google Nexus.[28] Sinclair Broadcast Group director of advanced technology Mark Aitken said the mobile DTV concept of multiple transmitters would help free up spectrum for wireless broadband in rural areas but not large cities. He also explained to the FCC that mobile DTV was the best method for sending out live video to those using cell phones and similar devices.[29] The OMVC’s Mobile DTV Consumer Showcase began May 3, 2010 and lasted all summer. Nine stations planned to distribute 20 programs, including local and network shows as well as cable programs, to Samsung Moment phones. Dell Netbooks and Valups Tivits also received programming.[30] On September 23, 2010, Media General began its first MDTV service at WCMH-TV in Columbus, Ohio and had plans to do the same a month later at WFLA-TV in the Tampa Bay, Florida area and five to seven more stations in its portfolio.[31] On November 19, 2010, a joint venture of 12 major broadcasters, known as the Mobile Content Venture, announced plans to upgrade TV stations in 20 markets representing 40 percent of the United States population to deliver live video to portable devices by the end of 2011.[32] Brian Lawlor, a Scripps TV senior vice president, said that, in September 2011, Scripps stations would offer an â€Å"app† allowing people with an iPhone or iPad to see emergency information (e.g. weather bulletins) in the event of a power outage.[33] In 2012, a number of stations plan to conduct tests of the Mobile Emergency Alert System (M-EAS), a system to deliver emergency information via mobile DTV.[34] In January, 2012, the MCV announced that MetroPCS would offer MCV’s Dyle mobile DTV service. Samsung planned an Android phone capable of receiving this service late in 2012.[35] At the end of 2012, Dyle was in 35  markets and capable of reaching 55 percent of viewers.[36] At the NAB show in April 2012, MCV announced that 17 additional television stations will launch mobile DTV, bringing the total to 92, covering more than 55% of US homes. Included are stations in three new markets – Austin, Texas, Boston, Massachusetts, and Dayton, Ohio.[37] In September 2012, WRAL-TV announced rollout of a Mobile Emergency Alert System based around mobile digital television technology.[38] A process called Syncbak uses cell phones rather than TV spectrum.[39] References [1] [2] [3] [4] Looking for TV Genius? | Red Bee Media (http:/ / www. tvgenius. net/ blog/ 2011/ 01/ 31/ 4-ways-smartphones-save-tv/ ) Clive’s achievements (http:/ / www. sinclair-research. co. uk/ about-srl. php) Sinclair Research Video and TV gear (http:/ / www. retrothing. com/ video_tv/ index. html), Retrothing.com NYTimes.com via Yahoo! Finance: Mobile TV Spreading in Europe and to the U.S. (http:/ / biz. yahoo. com/ nytimes/ 080506/ 1194771946810. html?. v=18), May 6, 2008 [5] 3G UK: The service is based on the Golden Dynamic Enterprises Ltd. (http:/ / www. 3g. co. uk/ PR/ March2006/ 2732. htm)’s â€Å"VOIR Portal† (http:/ / findarticles. com/ p/ articles/ mi_m0EIN/ is_2006_Dec_4/ ai_n16881105) and follows the 3GPP standard 3G-324 M. The same service is also deployed to Philippines in 2007. [6] ZDnet: BT ditches mobile TV service (http:/ / news. zdnet. co. uk/ communications/ 0,1000000085,39288247,00. htm), 26 July 2007 [7] Broadband TV news: MFD hands back German T-DMB licence (http:/ / www. broadbandtvnews. com/ ?p=4682), May 1, 2008 [8] The Register: DVB-H rockets ahead in Italy (http:/ / www. theregister. co. uk/ 2006/ 07/ 28/ dvbh_success_in_italy/ ), 28 July 2006 [9] OMVC announces sizable growth in number of MDTV stations at CES | RF content from Broadcast Engineering (http:/ / broadcastengineering. com/ RF/ OMVC-mobile-DTV-presence-announces-growth-CES-01192012/ index. html) [10] Thompson, Mark (2010-06-03). â€Å"mobile tv cell phone networks:† (http:/ / mobitv. com/ technology/ managed-service-platform). Broadcasting & Cable. . Retrieved 2010-06-03. [11] Dickson, Glen (2007-04-14). â€Å"NAB: Mobile DTV Hits the Strip† (http:/ / www. broadcastingcable. com/ article/ 108538-NAB_Mobile_DTV_Hits_the_Strip. php). Broadcasting & Cable. . Retrieved 2009-07-21. [12] Dickson, Glen (2009-01-11). â€Å"CES: Broadcasters’ Mobile DTV Moment† (http:/ / www. broadcastingcable. com/ article/ 161893-CES_Broadcast ers_Mobile_DTV_Moment. php?rssid=20102& q=broadcasters+ mobile+ dtv+ moment). Broadcasting & Cable. . Retrieved 2009-12-03. [13] Dickson, Glen (2009-04-20). â€Å"NAB 2009: Broadcasters Set Mobile DTV Test Markets† (http:/ / www. broadcastingcable. com/ article/ 209447-NAB_2009_Broadcasters_Set_Mobile_DTV_Test_Markets. php?rssid=20068& q=broadcasters+ set+ mobile+ dtv+ test+ markets). Broadcasting & Cable. . Retrieved 2009-12-17. [14] Dickson, Glen (2009-06-29). â€Å"ION Broadcasts Mobile DTV in N.Y., D.C.: Hails Its Digital TV â€Å"Triple Play†Ã¢â‚¬  (http:/ / www. broadcastingcable. com/ article/ 307120-ION_Broadcasts_Mobile_DTV_in_N_Y_D_C_. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-02. [15] Dickson, Glen (2009-07-06). â€Å"ATSC-M/H voted to proposed standard status† (http:/ / www. broadcastingcable. com/ article/ 307463-Mobile_DTV_is_Almost_Official. php?rssid=20065& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-08. [16] Dickson, Glen (2009-10-16). â€Å"Mobile DTV Standard Approved† (http:/ / www. broadcastingcable. com/ article/ 358341-Mobile_DTV_Standard_Approved. php?rssid=20292& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-10-16. [17] Dickson, Glen (2009-12-16). â€Å"ATSC Launches Certification Program For Mobile DTV† ( http:/ / www. broadcastingcable. com/ article/ 440764-ATSC_Launches_Certification_Program_For_Mobile_DTV. php?rssid=20102& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-17. [18] Dickson, Glen (2009-07-13). â€Å"Special Report: Mobile DTV Heats Up† (http:/ / www. broadcastingcable. com/ article/ 314792-Special_Report_Mobile_DTV_Heats_Up. php). Broadcasting & Cable. . Retrieved 2009-07-15. [19] Dickson, Glen (2009-07-22). â€Å"ION, OMVC Organize DTV Showcase in D.C.† (http:/ / www. broadcastingcable. com/ article/ 316065-ION_OMVC_Organize_DTV_Showcase_in_D_C_. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-07-22. [20] Eggerton, John (2009-08-07). â€Å"LIN TV Develops Blackberry App For Mobile TV Service† (http:/ / www. broadcastingcable. com/ article/ 326796-LIN_TV_Develops_Blackberry_App_For_Mobile_TV_Service. php?q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-08-11. [21] Eggerton, John (2009-10-16). â€Å"OMVC Doe s Mobile DTV Tour† (http:/ / www. broadcastingcable. com/ article/ 358415-OMVC_Does_Mobile_DTV_Tour. php?rssid=20103& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-10-23. [22] Dickson, Glen (2009-12-18). â€Å"WTVE Tests SFN For Mobile DTV† (http:/ / www. broadcastingcable. com/ article/ 441031-WTVE_Tests_SFN_For_Mobile_DTV. php?rssid=20065& q=digital+ tv). Broadcasting & Cable. . Retrieved 2010-01-13. [23] Jessell, Harry A. (2009-09-24). â€Å"Digital VHF Needs A Power Boost† (http:/ / www. tvnewscheck. com/ articles/ 2009/ 09/ 24/ daily. 2/ ). TVNewsCheck. . Retrieved 2009-10-15. [24] Gilroy, Amy (2009-11-09). â€Å"First Mobile DTV Car Tuner At $499† (http:/ / www. twice. com/ article/ 388144-First_Mobile_DTV_Car_Tuner_At_499. php/ ). TWICE. . Retrieved 2009-11-10. [25] Dickson, Glen (2009-12-02). â€Å"Mobile DTV Picks Up Speed† (http:/ / www. broadcastingcable. com/ article/ 394993-Mobile_DTV_Picks_Up_Speed. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-03. [26] Eggerton, John (2009-12-01). â€Å"Murdoch Says Mobile TV Is Key to Future† (http:/ / www. broadcastingcable. com/ article/ 391233-Murdoch_Says_Mobile_TV_Is_Key_to_Future. php?rssid=20070& q=digital+ tv). Broadcasting & Cable. . Retrieved 2009-12-03. [27] Dickson, Glen (2010-01-07). â€Å"CES 2010: Broadcasters Tout Mobile DTV Progress† (http:/ / www. broadcastingcable. com/ article/ 442953-CES_2010_Broadcasters_Tout_Mobile_ DTV_Progress. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . Retrieved 2010-01-13. [28] Dickson, Glen (2010-01-09). â€Å"NAB Shows Off New Spectrum Applications† (http:/ / www. broadcastingcable. com/ article/ 443352-NAB_Shows_Off_New_Spectrum_Applications. php?rssid=20068& q=digital+ tv). Broadcasting & Cable. . 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