Minimalism or Minimal Art Mid-1960s to the Present

Minimalism or Minimal Art is a form of  abstraction. It focuses on the most essential and elemental aspects of an object. The art critic Barbara Rose explained in her groundbreaking article ABC Art, Art in America (October-November 1965), that this empty, repetitious, uninflected aesthetic could be found in the visual arts, dance, and music. (Merce Cunningham and  John Cage  would be examples in dance and music.) Minimal art aims to reduce its content to rigorous clarity. It may try to rid itself of evocative effect, but it does not always succeed. Agnes Martins faint graphite lines drawn on pale flat surfaces seem to radiate with human delicacy and humility. In a small room with low light, they can be exceptionally moving. How Long Minimalism Has Been a Movement Minimalism reached its peak during the mid-1960s to the mid-1970s, but many of its practitioners are still alive and well today. Dia Beacon, a museum of mainly Minimalist pieces, exhibits a permanent collection of the best-known artists in the movement. For example, Michael Heizers North, East, South, West (1967/2002) is permanently installed on the premises. Some artists, such as Richard Tuttle and Richard Serra, are now considered Post-Minimalists. What Are the Key Characteristics of Minimalism? Clarity and simplicity of form.No narrative.No anecdotal content or references.Emphasis on pure shapes.Often monochromatic surfaces. Best Known Minimalists: Agnes MartinDonald JuddMichael HeizerRobert MorrisRobert SerraRichard TuttleTony SmithAnn TruitRonald BladenDan FlavinSol LeWittRobert MangoldDorothea Rockburne Suggested Reading Battcock, Gregory (ed.). Minimal Art: A Critical Anthology.New York: Dutton, 1968.

The Futility Of Dreaming By John Steinbeck - 942 Words

Sydney Pamela-Larter Mr. Sweeney English ENG1D: Block 7 February 5, 2015 The Futility of Dreaming As the late Osho believed, And desires are never here and now -- they are non-existential. They are just mental, in the mind. And they cannot be fulfilled because their very nature is to move into the future. John Steinbeck s novella, Of Mice and Men explores this theme of futile desire through various relationships and character complexes. This fictional story begins by introducing two men with a relationship built from the very foundations of love. As the novel progresses, we begin questioning innate truths. Steinbeck uses his literary prowess to entwine us within a story of loneliness, loss and morality. The characters hopes and dreams, regardless of outcome, are a mechanism of survival and a desire to lead something other than an otherwise inconsequential existence. Steinbeck presents dreams as a tool to aid the men of the ranch’s contentment. They give a sense of purpose, a reward for long days of hard labor on the ranch. The idea of dreams prolonging survival and happiness is best portrayed by the dream and relationship shared by Lennie and George. Their mutual dream to live offa the fatta the lan (Steinbeck 57) brings to light their need of other’s companionship to alleviate isolation and loneliness, and to make their dream seem more realistic. To immerse oneself in this idyllic fantasy world with acres of vegetable garden, and rabbits, was the perfectShow MoreRelatedThe Pursuit of the American Dream in John Steinbecks Of Mice and Men1967 Words   |  8 Pagessetting is the Salinas Valley in California, and the majority of the characters are unskilled migratory workers who do what their name implies. They travel from towns and ranches and farms looking for work and eventually move on to find another job. John Steinbeck puts the spotlight on two migratory workers who dream to finally settle down by saving money to buy their own land. One of the main characters is George Milton, a smart, small, sensitive, and kindhearted man, who is the leader of the duo. The

Leadership and Management Paraphrasing

Question: Discuss about the Leadership and Management Paraphrasing. Answer: Introduction Sciarra and Dorsey (2012) mentions that management entails comprehension of the participation of the staff and leaders. However, it is indispensable for any educational care service to follow the National Regulation and Legislation to service the lawful operation. The most significant document that the educational care service needs is the National Quality Standard (ACECQA), inasmuch it helps comprehending plenty of legislation and conviction that are conducive to the improvement of the sector. The main thrust of the report is to execute the new management committee. The committee has crucial information that helps them in comprehending the legal and governance roles of the confirmed provider, Nominated Quality Standard and Educational Leader. The report aims to examine the National Quality Standard Area 2: Childrens Health and Safety (ACECQA, 2011). The report scrutinizes the National Quality Standard Area 2 and exhibit significant information for the committee. It initiates revisio ns in its policy procedures that affirm the legal provisions for the operation. In order to discuss all-important information, the paper would explore the functions of managers and leaders. The paper will address how the managers and political leaders bolster the quality service requirements. In the second place, the document will offer a blueprint of the roles of the crucial shareholders like the Confirmed Provider, Elected Reviewer and Education pioneer. The next segment will manifest a synopsis of the legal provisions for the National Quality Area 2: Children Health and Safety (ACECQA, 2011). Based on the policies, the center accords the chosen Quality Area. In the end, a few guiding points will be given that enhance the variability that are conspicuous in the centre policies. The Role and functions of mangers and leaders and how leadership management support quality service provision Leadership and management play a significant role in designing the fledgling childhood education and care services. However, it is important to understand the difference between leadership and management in any sphere. To the belief of Lunenburg (2011), leadership entails encouraging and orienting people towards future vision, in spite of the hurdles they countenance. The management involves a number of policies that would keep the organization efficient and functional like budgeting, planning staffing and problem solving mechanism. Consequently, the leadership and management help in espousing the early childhood education, conversing, and forming a liaison with the government authorities. In addition to the regular activities, the manager of care service should be very efficient and be enlightened with the current affairs of the state (Heckman, 2011). Planning is integral to the managerial function (Wortham, 2015). The planning schedule of the managerial work should outline effectiv e working routine. Therefore, the good manager should have a cognizance of the institution that assures us with efficient administration of projects within a specified period. The good planner is very prudent and conscious (Roopnarine, 2013). Sorting out runs as one with arranging since, for the system to be actualized a decent director will as a matter of first importance compose the establishment staff and give legitimate headings to ranges that may require one. This will require a director who is enthused about the organization's group exhibitions and intense on the workforce's capacities (Heckman, 2011). The staffing is another critical part of the administrative work; here the administrator is relied upon to choose, mark and build up the establishment employees (Fenech, 2011). This is essential in the Early Childhood Education (ECE) since it gives the youngsters a great comprehension of the earth in which they are in and gives them somebody to gaze upward to as a good example (Kearns, 2007). With every one of these obligations, directors anticipate that they would coordinate the outcomes with the info objectives to screen performances (Kalas, 2010). On the off chance that the outcomes are path underneath the objectives it is presently the trough obligation to perceive what measures, to set up to guarantee a lift in the following results (Kalas, 2010). Conversely, pioneers help with setting the clear vision for managers; this will happen if the pioneer gives clear directions about the parts and the obligations of the representatives of such association. Different parts may incorporat e things. For example, making reports so as to redesign the trough with the representative's advance and additionally checking the staff cooperation in any gave errand; this will give the pioneers more data if the preparation accommodated the staff is being placed on utilization or all the more preparing is required (Lunenburg (2011). By recognizing these duties and parts the association will resistant accomplish the arranged objectives and results, in the meantime, it will try to deal with the stream of everyday operations. The Roles and responsibilities of the stakeholders-Approved Provider, Nominated Supervisor and Educational Leader The National Law requires that Approved Providers must maintain a strategic distance from however much as could be expected the operation of an administration without a Nominated Supervisor for that administration (ACECQA, 2014). An Approved Provider perhaps will always get a Supervisor Certificate then be the Nominated Supervisor for sake of the administrations they give or the Approved Provider might seek the help of a teacher with a Supervisor Certificate who consents to fill the Nominated Supervisor part. Childrens Health and Safety A number of elements regarding the health and safety of the children can be found in the national legislation. The educators and staffs should be aware of these elements. Three necessary standards in relation to childrens health and safety are defined in the National Quality Framework. In the standard 2.1, the health conditions of the children are recognized. In the standard 2.2, the healthy eating and physical activities are defined, whereas, in standard 2.3, the protection manners for the childrens health are defined. While noticing at the regulation 78, 79 and 80 of Education and Care National Regulation, it can be envisaged that it follows the 2.1 and 2.2 standards. They always meet the standard of food, hygiene application and health. It also recommends that the staffs should administer proper hygienic purpose and food handling. It is extremely important for providing proper access to the stakeholders towards checking the weekly menu of food and beverages stated in Education and Care National Regulation (ACEQUA, 2014; Robertson, 2015). In the Quality Area 2, it is stated that children need protection at all time. The quality area suggests that the staffs and educator should always keep children out of harms. They should immediately report to the parent or important person of the children, if any accident occurs (Walsh et al., 2011). The regulation 82 and 83 mentioned in the Education and Care National Regulation promote children protection. As per these regulations, the service environment should always be free from any kind of alcohols and drugs. Moreover, the staff members and educators should also be free from the affects of alcohol and drugs while taking care of children. Lastly, the regulation 97 states that it is important for the service environment to have apparent evacuation procedures and emergency, which are to be practiced in regular manner (ACEQUA, 2014). Policies and procedures at Goodstart Early Learning Centers The Early childhood education and care services need to develop and review the policies. It should also provide precise principles reading child care procedure to the to all the educators and staff members (Wortham, 2015). Policies are developed for establishing clear borders and developmental anticipation for the workforces related to the children. The policies can be varied according to qualities and contents (Fenech, 2011). The implementation of child safety policies is far more than just enlightening the educators and staffs; rather, it needs to spread the message through social media channels and websites (Lascarides, 2013). The following table demonstrates the policies of Goodstart Early Learning and the ways of connecting with legal requirement:- Standard 2.1 Childrens health is recognized Goodstart services always ensure effective communication with the children and their families. It always ensures that the health necessities are always encountered within the children. It includes things like sleeping mentioned in regulation 81 of Education and Care National Regulation. Sleeping is extremely important for the children. It moves the children physically and mentally from exciting time to quiet time. Sleeping also assists the children towards recharging their bodies for further planned experiences and developing optimistic attitude. Goodstart centres always encourage the children for being responsible regarding their health and physical comfort. This principle will actually be implemented when educators will support health and individual hygiene factors, childrens nutrition and act as role model (Robertson, 2015). Through this manner, the spread of infectious diseases will be restricted and confined. These manners are clearly defined in the 77 and 88 regulation of the Education and Care National Regulation.(ACEQUA, 2016). Standard 2.2 Nutritional eating habit and physical exercise are incorporated in the service program for child care Goodstart centres always pursue the principles of Early Learning Years Framework. It encourages and provides opportunities to the children for practicing selection of healthy food to eat. As per the regulation 77, services should provide healthy and hygienic food along with selecting healthy beverages. Getting healthy food is highly important for the children, as it assists to develop body, reduce obesity and type 3-diabetes (Reynolds et al., 2015). The employees of Goodstart ensure to insert physical activities as the daily practice of the children while they are at the centre. Physical activities develop the thinking capabilities of the children and enhance the social skills. Standard 2.3 Each child is protected Goodstart centres also ensure sufficient supervision and control for the children. It fits with section 165 of Children Act 2010. Marotez, (2011) opined that it is extremely important to have strict supervision on the children at early learning settings. It can diminish the possible hazards and dangers, which can cause injuries and accidents for children. It is expected that the staffs of Goodstart have properly understood and accomplished the principles of childcare protection. These principles are mentioned in regulation 83 of Education and Care National Regulation. The principle also suggests that alcohol and drugs should not affect staffs, while dealing with the children should not affect staff members and educators (ACEQUA, 2016). This principle is actually implemented for minimizing the incidents like child abusing and violence. The educators should also comprehend the legal responsibilities regarding the child protection. It is mentioned in regulation 84 of Education and Care National Regulation. This regulation ensures nurture and environmental safety for the children (ACEQA,2016). Recommendation Though Goodstart centers policy ensures legal necessities regarding childcare protection, still there are some gaps, which should be improved. This improvement can be implemented in Quality Area 2 and in the Standard 2.1. The centre should provide special food to those students, who have come from different religion and culture. They should also provide specific foods to the children, who have allergies from some specific foods. Through this way, the centre will be able to develop inclusive perform strategy and make the children more welcomed and comfortable within the learning centre. In this way, it will also meet the Outcome 1 and 2 of Early Years Learning Framework (DEEWR, 2009). As the additional recommendation, the centre is suggested to inform their policy readers regarding the evacuation and emergency actions of the centre. The evacuation and emergency actions should be noticeable enough to the staff members and children. Moreover, these actions should be practiced frequently for ensuring smooth emergency at unfortunate situation. Furthermore, standard facilities should be developed for the disable children for making them comfortable within the centre.

Mayor Of Casterbridge By Hardy Analysis Essays - British Films

Mayor Of Casterbridge By Hardy Analysis Hardy's The Mayor of Casterbridge does an excellent job of displaying Casterbridge's realistic Western England setting through the architectural buildings, the behavior of the townspeople, and the speech used throughout the novel. All of these aspects combined provide a particular environment Hardy called "Wessex" which infuses the work with reality and a life. The love which Hardy had, for architecture, is displayed throughout this novel with the descriptions of the surrounding countryside, the buildings, the commerce, the roads, and the amusements that make up the environment of Casterbridge. The town of Casterbridge in Wessex, an ancient name for the West Saxon kingdom of the Middle Ages, is no longer used geographically. It comprises of Doreshire and parts of other western England countries. The country and the town meet at a mathematical line. The town is shut in by a square wall of trees, like a plot of garden grounded by a box-edging. When overlooking Casterbridge, there are towers, gables, chimneys, and casements standing tall and strong to show the development of the buildings. The chief hotel in Casterbridge-namely, the Kings Arms, is a spacious bow-window projected into the street over the main portico. The homes of Casterbridge consist of timber homes with overhanging stories, whose small-paned lattices were screened by dimity curtains on a drawing-string. There were other houses of brick-nogging, which derived their chief support from those adjoining. The roofs consisted of slate patched with tiles, and occasionally there was a roof of thatch. Detail to buildings of Casterbridge gives readers a visual insight to the composition to the social classes of the town. Leading onto the townspeople who keep Casterbridge alive and productive. Social classes of the townspeople determine each individuals behavior and how others treat each individual based on social class or status. The characters may seem odd to some audiences, yet these characters are at all times real. They are based on people Hardy had grown up with, people whose tragic histories had unearthed during his early architectural apprenticeship, people he had heard about in legends and ballads. The agricultural and pastoral character of the people upon whom the town depended for its existence was shown by the class of objects displayed in the shop windows. The lower-class was classified as mischievous knaves by Hardy for he personally, along with others of status, was not very fond of them. There is one obvious example in the story which displays the greed and importance of show, of the upper class. In Casterbridge's best hotel when the Mayor was having a big dinner party, the blinds were left unclosed so the whole interior of this room could be surveyed from the top of a flight of stone steps to the road-wagon office opposite, for which reason a knot of idlers had gathered there to watch what they couldn't have. The higher classes took what lavishing capabilities they had and frolicked in them for all below to envy and want. Although the behavior and mannerism of the townspeople is blunt, it is realistic and influenced by real life situations through the mind of the author. A less obvious yet realistic part of the setting which can normally be over-looked but is emphasized throughout this novel is the speech, or dialect of the characters and townspeople. Social class is very obviously shown through the speech of every individual. Higher class residents of Casterbridge often spoke much more vulgar terms. They have their own folk dialect which modernly is referred to as slang throughout regions influential on the environment of the speaker. Speech is also an issue with age and maturity which is excellently presented throughout the entire course of the novel in Elizabeth-Jane. Hardy shows the gradual change that takes place in her speech through the years. In the first portion of the novel when Elizabeth-Jane is young, she has a sense of playfulness and good times. But as she grows older and her sorrow increases. Elizabeth-Jane turns more to study and reflection. Towards the end of the novel, Elizabeth-Jane is a full grown woman who has her life established and knows where she stands in social status. She is melancholy and kind. A matronly woman whose speech seems highly studied and affected. Hardy does an excellent job of taking the little things society tends to overlook and accenting them to show how realistic each individual is in the town of Casterbridge. The townspeople, the buildings, and the speech of every individual throughout the novel.

What Is The Nature And Substance Of Organisational Culture To What Ex Essay Example For Students

What Is The Nature And Substance Of Organisational Culture? To What Ex Essay tent Can It Be Changed?Culture, the acquired knowledge that people use to interpret experience and generate social behaviour (Spradley, 1979, p. 5), provides people with a way of seeing the world. It categorizes, encodes, and otherwise defines the world in which they live. Whenever people learn a culture, they are to some extent imprisoned without knowing it. Anthropologists talk of this as being culture boundi.e., living inside a particular reality. References to culture have long abounded in professional literature. However, it is only fairly recently that the literature shows references to culture as a lens through which to interpret and understand organizations, their customers, and the working relationships therein (Lee Clack, 1966; Shaughnessy, 1988). The cultural analysis of organizations, therefore, is the use of organizational culture as a lens through which to examine what is going on in an organization. We will write a custom essay on What Is The Nature And Substance Of Organisational Culture? To What Ex specifically for you for only $16.38 $13.9/page Order now Management theory in the 1980s underwent a sea of change in its realization that an understanding of an organizations culture(s) could be a major step on the road to changing or controlling the direction of that organization. There are both positive and negative sides to how an understanding of culture can be used within an organization. For instance, Edgar Schein (1992) considers the process of creating culture and management to be the essence of leadership, while Gideon Kunda (1992) describes a culture which embodies both the implicit and explicit rules and behaviour of a particular group of people and the conscious efforts of management to engineer the culture to its own goals. There is a fundamental distinction between those who think of culture as a metaphor (Morgan, 1986) and those who see culture as an objective entity. (Gold 1982) Metaphors allow us to understand organisations in terms of other complex entities such as the machine and the organism. By observing the similarities, scholars attempt to explain the essence of human organisations. The dangers of such an approach is distinguishing when the metaphor is no longer valid. That is why most commentators have chosen to think of culture as an objective entity. This view have ranged from viewing the organisation literally as a culture with all features of an organisations including its systems, policies procedures and processes as elements of its cultural life (Paconowsky ; ODonnell-Trujillo 1982) to suggesting that culture is best thought of as a set of psychological predispositions, called ?basic assumptions, that members of an organisation possess that leads them to think and act in a certain way.( Schein 1985). The former view presents problems in using the concept to explain other aspects of organisational activity. Indeed if everything is culture, this view becomes indistinguishable from the view that culture is a metaphor. This leaves us with Scheins view of culture as an essentially cognitive phenomena that resides in the psychology of organisational participants, with the acknowledgement that patterns of behaviour are equally important (Eldridge Crombie 1974)The contents of an organisational culture has several levels. At the basic and superficial level, it takes the form of artefacts like stories, jokes metaphors and symbols. Examples of artefacts would be Material objects like mission statements, corporate logos , Physical layout of the office space etc. At a deeper level, culture takes the form of values beliefs and attitudes. Values determine what people ought to do while beliefs are what people think is or is not true. In practice, beliefs and values are often hard to distinguish, because beliefs frequently involve values. Moreover, there is considerable merit to viewing values as a particular sort of belief. (Rokeach 1973: 5) Attitudes connect beliefs and values with feelings. An attitude is a learned predisposition to respond consistently to a particular thing or idea. Attitudes are developed over time and unlike opinions, are held relatively consistently. .ued8e17595f0a6adf7fe0ebdc0a76e7b9 , .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .postImageUrl , .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .centered-text-area { min-height: 80px; position: relative; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 , .ued8e17595f0a6adf7fe0ebdc0a76e7b9:hover , .ued8e17595f0a6adf7fe0ebdc0a76e7b9:visited , .ued8e17595f0a6adf7fe0ebdc0a76e7b9:active { border:0!important; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .clearfix:after { content: ""; display: table; clear: both; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9:active , .ued8e17595f0a6adf7fe0ebdc0a76e7b9:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .centered-text-area { width: 100%; position: relative ; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9:hover .ctaButton { background-color: #34495E!important; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9 .ued8e17595f0a6adf7fe0ebdc0a76e7b9-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ued8e17595f0a6adf7fe0ebdc0a76e7b9:after { content: ""; display: block; clear: both; } READ: Reaction Paper on Management Principles EssayAt the deepest level, culture in an organisation takes the form of basic assumptions, a solution to an identifiable problem that is taken for granted. These are implicit, deep-rooted assumptions that people share, and which guides their perception, feelings and emotions about things. (Schein, 1981) Basic assumptions are held unconsciously and are very difficult to surface. Basic assumptions are by definition neither confront able nor debatable. Basic assumptions are also very complex interactions between beliefs values and emotions. Analysing these complex interactions is made more difficult by the fact that cultures change over time. Organisations rarely possess a single homogenous culture. There is often a subculture within parts of the organisations and even countercultures in parts.(Gregory 1983:365) There is also marked difference between espoused culture and the culture-in practise. Thus culture in organisations have to be viewed in terms of multiple, cross-cutting contexts changing through time rather than stable bounded and homogenous.(Argyris Schon 1978)The question then arises as to whether it is possible to manipulate and mould the culture of an organisation. In large organisations, it is quite difficult for a single individual to change the culture. In General Motors John DoLorean tried to change the culture by starting a counter-culture. He failed and left to found his own company. (Martin Siehl 1983) Indeed the work of Schein, Beyer and Trice suggests that organisational change is a complex task involving distinct stages. The current culture has to go an unfreezing mechanism where the current cultu re is questioned and purged. This process often requires outsider, usually in the form of consultants who are supposed to bring unbiased opinions. The firm then undergoes an experimetation phase where there is considerable conflict and degradation. The resulting changed culture then undergoes a refreezing mechanism where the culture is then slowly assimilated and integrated in the firm. The process usually requires the replacement of senior managers.(Goodstein Burke 1991)The degree of malleability of the organisation depends on the type of firm. In industries where speedy reactions and constant change are a necessity for survival, change may be much easier to implement. For example at Microsoft, there is a web of culture and counter-cultures. Indeed every star-programmer tends to bring an element of his culture to the organisation. Some have a culture where names are forbidden and people are know by code names only. Others bring a culture where any practical joke, however costly or disruptive, is tolerated. For example, colleagues vacating their office temporarily can expect unpleasant things like a farm complete with pigs to be there when they return. One could argue that the culture is one that allows new culture to be integrated. The simpler explanation could be that the culture at Microsoft does not exist. The diverse cultures that one observes are simply the cultures of the individuals that are currently employed at Microsoft. In such an organisation, is culture easy to change? Certainly one can bring elements of ones culture into Microsoft. But apart from Bill Gates himself, it would be difficult to persuade co-workers whom one only knows as Radeon to adopt one culture, no matter how great that culture maybe. BibliographyArgyris Schon (1878) Theory in practice, Sans Francisco: Jossey Bass Eldrige Crombie (1974), A sociology of Organisations, London::Allen Unwon. Gold (1982) ?Managing for Success: A comparison of the Public And Private Sectors, Public Administration Review, Nov-Dec, 568-75Goodstein and Burke(1991) Creating Successful Organisational change, Organisational Dynamics, spring, 5-17Gregory (1983) Native-view Paradigms: Multiple Culture and Culture Conflicts in Organisations, Administrative Science Quarterly, 28, 359-76Kunda, G. (1992). Engineering culture: Control and commitment in a high-tech corporation. Philadelphia, PA: Temple University Press. Lee, S., ; Clack, M. E. (1996). Continued organizational transformation: The Harvard College experience. Library Administration ; Management, 10(2), 96-104. .u206739b54b2b559a3a07978c499d77c2 , .u206739b54b2b559a3a07978c499d77c2 .postImageUrl , .u206739b54b2b559a3a07978c499d77c2 .centered-text-area { min-height: 80px; position: relative; } .u206739b54b2b559a3a07978c499d77c2 , .u206739b54b2b559a3a07978c499d77c2:hover , .u206739b54b2b559a3a07978c499d77c2:visited , .u206739b54b2b559a3a07978c499d77c2:active { border:0!important; } .u206739b54b2b559a3a07978c499d77c2 .clearfix:after { content: ""; display: table; clear: both; } .u206739b54b2b559a3a07978c499d77c2 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u206739b54b2b559a3a07978c499d77c2:active , .u206739b54b2b559a3a07978c499d77c2:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u206739b54b2b559a3a07978c499d77c2 .centered-text-area { width: 100%; position: relative ; } .u206739b54b2b559a3a07978c499d77c2 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u206739b54b2b559a3a07978c499d77c2 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u206739b54b2b559a3a07978c499d77c2 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u206739b54b2b559a3a07978c499d77c2:hover .ctaButton { background-color: #34495E!important; } .u206739b54b2b559a3a07978c499d77c2 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u206739b54b2b559a3a07978c499d77c2 .u206739b54b2b559a3a07978c499d77c2-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u206739b54b2b559a3a07978c499d77c2:after { content: ""; display: block; clear: both; } READ: Free Processs - Giving Blood Expository Proc EssayMartin ; Siehl Organisational Culture and Counterculture: An Uneasy Symbiosis, Organisational Dynamics, autumn, 52-64Morgan (1986) Images of Organisation, Beverly Hills, Calif::Sage. Pacanowsky ; ODonnell-Trujillo (1982) ?Communication and Organisational Culture, The Western Journal of Speech Communication, 46(Spring) 115-30. Rokeach (1973) The nature of Human Values, New York: The Free PressSchein, E. H. (1992). Organizational culture and leadership (2d ed.). San Francisco, CA: Jossey-Bass. Shaughnessy, T. W. (1988). Organizational culture in libraries: Some management perspectives. Journal of Library Administration, 9(3), 5-10. Spradley, J. P. (1979). The ethnographic interview. Orlando, FL: Harcourt Brace Jovanovich. Sociology Essays

House of Quality Essay Example

House of Quality Essay Example House of Quality Paper House of Quality Paper The House of Quality by John R. Hauser and Don Clausing Harvard Business Review Reprint Design is a team effort, but how do marketing and engineering talk to each other? Digital Equipment, Hewlett-Packard, ATT, and ITT are getting started with it. Ford and General Motors use it at Ford alone there are more than 50 applications. The house of quality, the basic design tool of the management approach known as quality function deployment (QFD), originated in 1972 at Mitsubishis Kobe shipyard site. Toyota and its suppliers then developed it in numerous ways. The house of quality has been used successfully by Japanese manufacturers of consumer electronics, home appliances, clothing, integrated circuits, synthetic rubber, construction equipment, and agricultural engines. Japanese designers use it for services like swimming schools and retail outlets and even for planning apartment layouts. A set of planning and communication routines, quality function deployment focuses and coordinates skills within an organization, first to design, then to manufacture and market goods that cus HARVARD BUSINESS REVIEW May-June 1988 tomers want to purchase and will continue to purchase. The foundation of the house f quality is the belief that products should be designed to reflect customers desires and tastes so marketing people, design engineers, and manufacturing staff must work closely together from the time a product is first conceived. The house of quality is a kind of conceptual map that provides the means for interfunctional planning and communications. People with different John R. Hauser, at the Harvard Business School as a Marvin Bower Sloan School of Management. He is the author, with Glen L. Urban, of Design Marketing of New Products (Prentice-Hall, 1980). Don Clausing is Bernard M. Gordon Adjunct Professor of Engineering Innovation and Practice at MIT. Previously he worked for Xerox Corporation. He introduced QFD to Ford and its supplier companies in 1984. Copyright 1988 by the Presidents and Fellows of Harvard College. All rights reserved. HOUSE OF QUALITY Whats So Hard About Design David Garvin points out that there are many dimensions to what a consumer means by quality and that it is a major challenge to design products that satisfy all of these at once. l Strategic quality management means more than avoiding repairs for consumers. It means that companies learn from customer experience and econcile what they want with what engineers can reasonably build. Before the industrial revolution, producers were close to their customers. Marketing, engineering, and manufacturing were integrated in the same individual. If a knight wanted armor, he talked directly to the armorer, who translated the knights desires into a product. The two might discuss the material plate rather than chain armor and details like fluted surfaces for greater bending strength. Then the armorer would design the production process. For strength who knows why? he cooled the steel plates in the urine of a black goat. As for a production plan, he arose with the cocks crow to light the forge fire so that it would be hot enough by midday. Todays fiefdoms are mainly inside corporations. Marketing people have their domain, engineers theirs. Customer surveys will find their way onto designers desks, and RD plans reach manufacturing engineers. But usually, managerial functions remain disconnected, producing a costly and demor- alizing environment in which product quality and the quality of the production process itself suffer. Top executives are learning that the use of interfunctional teams benefits design. But f top management could get marketing, designing, and manufacturing executives to sit down together, what should these people talk about? How could they get their meeting off the ground? This is where the house of quality comes in. Consider the location of an emergency brake lever in one American sporty car. Placing it on the guaranteed that women in skirts could not get in and out gracefully. Even if EXHIBIT II Japanese automaker with QFD made fewer changes than U. S. company without QFD U. S. ompany Design changes problems and responsibilities can thrash out design priorities while referring to patterns of evidence on the houses grid. Japanese company of total Japanese changes complete 20-24 Months 14_17 1-3 +3 Months Job #1 Months EXHIBIT I Startup and preproduction costs at Toyota Auto Body before and after QFD January 1977 pre QED April 1984 post QED (39% of pre QFD costs) Preproduction costs S tartup costs Source for Exhibits I and II: Lawrence P. Sullivan, Quality Function Deployment, Reprinted by permission. the system were to last a lifetime, would it satisfy customers? In contrast, Toyota improved its rust prevention record from one of the worst in the world to one of the best by coordinating design and production decisions to focus on this customer oncern. Using the house of quality, designers broke down body durability into 53 items covering everything from climate to modes of operation. They obtained customer evaluations and ran experiments on nearly every detail of production, from pump operation to temperature control and coating composition. Decisions on sheet metal details, coating materials, and baking temperatures were all focused on those aspects of rust prevention most important to customers. . David A. Garvin, Competing on the Eight Dimensions of Quality, HBR November- December 1987, p. 101 . 4 HARVARD BUSINESS REVIEW Today, with marketing tech EXHIBIT III iques so much more sophisticated than ever before, compacustomer attributes and bundles of CAS nies can measure, track, and for a car door compare customers perceptions PRIMARY SECOND ARY TERTIARY of products with remarkable acEasy to close from outside curacy; all companies have opStays open on a hill Easy to open from outside EASY TO OPEN portunities to compete on quali AND CLOSE DOOR Doesnt kick back ty. And costs certainly Justify an Easy to close from inside emphasis on quality design. By Easy to open from inside looking first at customer needs, Doesnt leak in rain then designing across corporate No road noise and use Doesnt leak in car wash functions, manufacturers can rel SOLATlON No wind noise duce prelaunch time and afterDoesnt drip water or snow when open Doesnt rattle launch tinkering. Exhibit I compares startup and Soft, comfortable ARM REST In right position preproduction costs at Toyota Auto Body 1977, before QFD, Material wont fade INTERIOR TRIM Attractive (nonplastic look) to those costs in 1984, when QFD was well under way. House of CLEAN Good appearance Easy to clean No grease from door quality meetings early on reduced costs by more than 60%. Uniform gaps between matching panels Exhibit II reinforces this evidence by comparing the number f design changes at a Japanese auto manufacturer noise. Some Japanese companies simply place using QFD with changes at a U. S. automaker. The their products in public areas and encourage potenJapanese design was essentially frozen before the tial customers to examine them, while design team first car came off the assembly line, while the U. S. embers listen and note what people say. Usually, however, more formal market research is called for, company was still revamping months later. via focus groups, in-depth qualitative interviews, and other techniques. Building the House CAS are often grouped into bundles of attributes hat represent an overall customer concern, like There is nothing mysterious about the house of open-close or isolation. The Toyota rustquality. Th ere is nothing particularly difficult prevention study used eight levels of bundles to get from the total car down to the car body. Usually the used to its conventions. Eventually ones eye can project team groups CAS by consensus, but some bounce knowingly around the house as it would over a road-map or a navigation chart. We have seen companies are experimenting with state-of-the-art research techniques that derive groupings directly some applications that started with more than 100 rom customers responses (and thus avoid argucustomer requirements and more than 130 engiments in team meetings). neering considerations. A fraction of one subchart, CAS are generally reproduced in the customers in this case for the door of an automobile, illusown words. Experienced users of the house of qualitrates the houses basic concept well. Weve reproty try to preserve customers phrases and even duced this subchart portion in the illustration clich? ©s knowing that they will be translated siHouse of Quality, and well discuss each section multaneously by product planners, design engistep-by-step. eers, manufacturing engineers, and salespeople. Of course, this raises the problem of interpretation: What do customers want? The house of quality What does a customer really mean by quiet or begins with the customer, whose requirements are easy? Still, designers words and inferences may called customer attributes (CAs) phrases cuscorrespond even less to customers actual views tomers use to describe products and product charand can therefore mislead teams into tackling probacteristics (see Exhibit Ill). Weve listed a few here; lems customers consider unimportant. a typical application would have 30 to 100 CAs. A Not all customers are end users, by the way. CAS car door is easy to close or stays open on a hill; can include the demands of regulators (safe in a doesnt leak in rain or allows no (or little) road HARVARD BUSINESS REVIEW 5 EXHIBIT Relative-importance weights of customer attributes BUNDLES RELATIVE IMPORTANCE AND CLOSE DOOR Easy to close from outside Stays open on a hill 7 ISOLATION Doesnt leak in rain 3 2 A complete list totals 100% side collision), the needs of retailers (easy to display), the requirements of vendors (satisfy assembly and service organizations), and so forth. Are all preferences qually important? Imagine a good door, one that is easy to close and has power windows that operate quickly. There is a problem, however. Rapid operation calls for a bigger motor, which makes the door heavier and, possibly, harder to close. Sometimes a creative solution can be found that satisfies all needs. Usually, however, designers have to trade off one benefit against another. To bring the customers voice to such deliberations, house of quality measures the relative importance to the customer of all CAs. Weightings are based on team members direct experience with customers or on surveys. Some innovative usinesses are using statistical techniques that allow customers to state their preferences with respect to existing and hypothetical products. Other companies use revealed preference techniques, which Judge consumer tastes by their actions as well as by their words an approach that is more expensive and difficult to perform but yields more accurate answers. (Consumers say that avoiding sugar in cereals is important, but do their actions reflect their claims? ) Weightings are displayed in the house next to list totaling 100% (see Exhibit V). Will delivering perceived needs yield a competitive advantage? Companies that want o match or exceed their competition must first know where they stand relative to it. So on the right side of the house, opposite the CAs, we list customer evaluations of competitive cars matched to our own (see Exhibit V). Ideally, these evaluations are based on scientific surveys of customers. If various customer segments 6 evaluate products differently luxury vs. economy car buyers, for example product-planning team members get assessments for each segment. Comparison with the competition, of course, can identify opportunities for improvement. Take our car door, for example. With respect to stays open on hill, every car is weak, so we could gain an advantage here. But if we looked at no road noise for the same automobiles, we would see that we already have an advantage, which is important to maintain. Marketing professionals will recognize the righthand side of Exhibit V as a perceptual map. Perceptual maps based on bundles of CAS are often used to identify strategic positioning of a product or product line. This section of the house of quality provides a natural link from product concept to a companys strategic vision. How can we change the product? The marketing domain tells us what to do, the engineering domain ells us how to do it. Now we need to describe the product in the language of the engineer. Along the top of the house of quality, the design team lists those engineering characteristics (ECs) that are likely to affect one or more of the customer attributes (see Exhibit VI). The negative sign on energy to close door means engineers hope to reduce the energy required. If a standard engineering characteristic affects no CA, it may be redundant to the EC list on the house, or the team may have missed a customer attribute. A CA unaffected by any EC, on the other hand, presents opportunities to expand a ars physical properties. Any EC may affect more than one CA. The resistance of the door seal affects three of the four customer attributes shown in Exhibit VI and others shown later. Engineering characteristics should describe the product in measurable terms and should directly affect customer perceptions. The weight of the door will be felt by the customer and is therefore a relevant EC. By contrast, the thickness of the sheet metal is a part characteristic that the customer is only by influencing the weight of the door and other engineering characteristics, like resistance to deformation in a crash. In many Japanese projects, the interfunctional team begins with the CAS and generates measurable characteristics for each, like foot-pounds of energy required to close the door. Teams should avoid ambiguity in interpretation of ECS or hasty Justification of current quality control measurement practices. This is a time for systematic, patient analysis of each characteristic, for brainstorming. Vagueness will eventually yield indifference to things customers need. Characteristics that are trivial will make the team lose sight of the overall design and stifle creativity. EXHIBIT V Customers evaluations of competitive products CUSTOMER ATTRIBUTES Worst 1 CUSTOMER PERCEPTIONS 5 Best How much do engineers influEASY TO OPEN Easy to close from outside 7 AND CLOSE ence customer-perceived qualiDOOR ties? The interfunctional team now fills in the body of the house, the relationship matrix, indicating how much each engineering characteristic affects each customer OUR CAR DOOR attribute. The team seeks consenCOMPETlTOR AS sus on these evaluations, basing COMPETITOR BS them on expert engineering experience, customer responses, and tabulated data from statistical studies or controlled experiments. course, there might be an entirely new mechanism The team uses numbers or symbols to establish that improves all relevant CAs. Engineering is crethe strength of these relationships (see Exhibit VI). tive solutions and a balancing of objectives. Any symbols will do; the idea is to choose those The house of qualitys distinctive roof matrix that work best. Some teams use red symbols for rehelps engineers specify the various engineering fealationships based on experiments and statistics and tures that have to be improved collaterally (see Expencil marks for relationships based on judgment hibit X). To improve the window motor, you may or intuition. Others use numbers from statistical ave to improve the hinges, weather stripping, and studies. In our house, we use check marks for posia range of other ECs. tive and crosses for negative relationships. Sometimes one targeted feature impairs so many Once the team has identified the voice of the cusothers that the team decides to leave it alone. The tomer and linked it to engineering characteristics, roof matrix also facilitates necessary engineering it adds objective measures at the bottom of the trade-offs. The foot-pounds of energy needed to house beneath the ECS to which they pertain (see close the door, for example, are shown in negative Exhibit VI). When objective measures are known, relation to door seal resistance and road noise the team can eventually move to establish target reduction. In many ways, the roof contains the values ideal new measures for each EC in a remost critical information for engineers because designed product. If the team did its homework they use it to balance the trade-offs when addresswhen it first identified the ECs, tests to measure ing customer benefits. benchmark values should be easy to complete. Enlncidentally, we have been talking so far about gineers determine the relevant units of measurethe basics, but design

HEALTHCARE ETHICS AND END OF LIFE DECISIONS Essay - 4

HEALTHCARE ETHICS AND END OF LIFE DECISIONS - Essay Example Given a situation where the patient prefers death, the physician has a responsibility to provide valid information on the patient’s health, avail options of handling the illness and providing final options. In cases where the doctor decides to help with death, they assume the final responsibility of administering the lethal injection. This seems a rather controversial issue faced with a need to establish direction, so the legal fraternity has joined the debate. The aim is to establish a legal framework that guides physicians in decisions regarding assisted suicide. The mandate of establishing these laws has largely fallen under the state governments. At the moment, almost every state has a legal guideline on assisted deaths, though there is lack of the specific connection to physicians. It is quite obvious that they are also addressed under the very laws. The law under the States outlines that anyone who deliberately permits, aids, advises, coerces or encourages another to terminate their life commits manslaughter. Some laws go further to specific legal repercussions such as imprisonment. Given the position of the law and the need for compassion, especially for terminally ill patients, controversy arises. This has required court’s interpretation. Several of these cases, touching on physician-assisted suicide, have been heard across American Courts. An example is Washington et al. v. Glucksberg et al. argued in Supreme Court of the United States. The case involved physicians who had sought the indulgence of the court to declare unconstitutional the existent ban on assisted suicide. The Court, though specific to Washington, upheld the law noting assisted suicide as a crime under law (Washington et al. v. Glucksberg et al). Looking through these presentations it is clear that the law, as indicated and interpreted by the Court, is against assisted suicide. Under these circumstances, it is proper