The Crucible Movie Vs. The Play (text) - 763 Words

Over the years many movies have been made based upon famous plays or books. Often times these movies are successful in portraying the play-writer s images and thoughts for the play or book. Arthur Miller s play, The Crucible and the movie version have many differences and similarities, all of which contribute to the individual effectiveness of each in conveying their central message. There are several additions and changes to the plot, characters, and mood of the play, which have been implemented into the movie. To begin, some scenes in the movie were only talked about or made reference to in the play, but in the movie these scenes take place and the viewer actually sees the event happen. For example the scene where the children and†¦show more content†¦Once again, this is simple foreshadowing; showing that further on the girls will unite against Mary. These changes all helped set the mood for the upcoming events in the play. Another significant change from the play that was implemented into the movie is in the character portrayal. In the play, Parris appeared to be overly egocentric and self-conscious. He still retains these qualities in his character in the movie, but they do not stand likeShow MoreRelatedThe Crucible : An Allegory For The Red Scare2011 Words   |  9 Pagesfeared the threat of Black Americans being equal in status to White Americans during the Civil Rights movement. Although the crucible takes place in 1692, Salem, it reflects the concerns of 1950?s American life and is an allegory for the Red Scare, and Homosexuality. [2: Wall, Wendy. Anti-Communism in the 1950s. www.gilderlehrman.org. N.p., n.d. Web. 21 Apr. 2016. .] The Crucible takes place in Salem, Massachusetts, which was a puritan town.[endnoteRef:3] Reverend Parris is praying over his daughterRead MoreLord of the Flies by William Golding610 Words   |  2 Pagesis harder to overcome, antagonists often have a higher impact on the protagonist and because good is dependent on evil. Many say, good is stronger than evil because being considered â€Å"good† is the more supported direction to go. For example, in the movie, Zero Dark Thirty, -----,------ and ------, wanted to have a counter attack on Osama Bin Laden for the evil he had brought into the world. The characters were considered ‘the good guys’ and were looked at as heroes because they finally found the antagonistRead MoreMasculinity in the Philippines12625 Words   |  51 Pagespropaganda of gender dimorphism and a militarized form of male initiation. Among the many schools that participated in this experiment, t w v t h e University of the Philippines (UP) and, a decade later, the Philippine Military Academy (PMA)-would play a central role as cultural mediators in constructing this new national standard for manhood. To translate a foreign masculine form into a Filipino cultural idiom, the cadet corps at UP and the PMA appropriated local traditions of male initiation, usingRead MoreM anagement Course: Mba−10 General Management215330 Words   |  862 PagesManagement Course: MBA−10 General Management California College for Health Sciences MBA Program McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−58539−4 Text: Effective Behavior in Organizations, Seventh Edition Cohen Harvard Business Review Finance Articles The Power of Management Capital Feigenbaum−Feigenbaum International Management, Sixth Edition Hodgetts−Luthans−Doh Contemporary Management, Fourth Edition Jones−George Driving Shareholder Value Morin−Jarrell LeadershipRead MoreCrossing the Chasm76808 Words   |  308 Pagesby Geoffrey A. Moore. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now knownRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesSlowik Art Director: Kenny Beck Text and Cover Designer: Wanda Espana OB Poll Graphics: Electra Graphics Cover Art: honey comb and a bee working / Shutterstock / LilKar Sr. Media Project Manager, Editorial: Denise Vaughn Media Project Manager, Production: Lisa Rinaldi Full-Service Project Management: Christian Holdener, S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Binder: Courier/Kendallville Cover Printer: Courier/Kendalville Text Font: 10.5/12 ITC New Baskerville

Barilla Spa Case Report Free Essays

string(62) " their customers until the product reaches its ultimate user\." Executive Summary As per our conversation last week I would like to revisit the idea originally brought to life by Brando Vitali before he was promoted to head one of our company’s new divisions overseas. In order to address the issue which will be a direct result of introduction of JIT Distribution system, I would like to present the issues and my recommendations to you before our meeting with Marconi’s executives to discuss JITD proposal. As the meeting is scheduled for the of November I would like to hear your thoughts on JITD before the end of this month so I can make appropriate changes to address any issues you might foresee as a direct result of our proposal. We will write a custom essay sample on Barilla Spa Case Report or any similar topic only for you Order Now The decision to adopt the Just-in-Time Distribution will most likely be met with our sales and marketing team’s resistance to change. Our old-fashioned distribution system has been nurtured since the early development of our channels of distribution. Promotions and advertising were key to our success of achieving a certain level of trust within our Supply Chain both internally and externally. I recommend a staged implementation of the JITD to allow our staff to adapt to our new philosophy. Our distribution networks could become more efficient rather than being all about relationships based on pushing the product out of our facilities. It appears that our Supply Chain executives are not looking for ways to reduce waste within our distribution channels as we are not even clear on how we measure our success. Applying Lean principles to our Supply Chain is misleading to our staff as they think their job security is on the line. This is met with internal resistance that needs to be addressed before we can communicate the advantages and benefits of JITD to our external distribution networks. I believe that Vitali’s approach will fit our new Supply Chain management strategy of Just-in-Time Distribution which will allow us to ship products as needed, rather than building enormous stock to deal with volatile demand patterns. We need to break down the silos and secrecy of our distribution processes to our customers to allow for more efficient channels of distribution. A more transparent approach with fewer layers along the way will allow for a much more efficient Supply Chain. Working closely with our distributors will allow us to reduce our own inventory and manufacturing costs along the way. We also need to consider our own forecasting systems to built the trust within our channels of distribution. Scheduled monthly meeting will allow for an open dialogue between various groups that might be affected by this implementation. I believe that open lines of communication both internally and externally will contribute to the ultimate success of JITD implementation. We will have to address issues as they come up to ensure the peace of mind of those who will be affected the most. We need to be more flexible to address problems and bottle necks of our distributors as that would be crucial to success of JITD. The main idea we need to communicate across our Supply Chain is that JITD would allow us to eliminate waste and get rid of extra layers which our in the way of addressing our issue of volatile demand patters which result in stockouts. Giorgio Maggali, MBA, SCMP Director of Materials Management Barilla Fresh Products Group October 16, 2012 Barilla Spa Case Study Issue Identification As the decision maker in this case I believe that the main issue presented in this case study is resistance to change. To be more specific, DO’s (Organized Distributors) resistance to adopt a new Just-in-Time distribution (JITD) system which would replace the old-fashioned distribution system used by Barilla’s Supply Chain traditionally. This traditional distribution system has always been viewed as a successful one, as it worked for everyone within the channels of distribution supplying dry products to supermarket chains and independent supermarkets. There was a certain level of trust achieved between the marketing group, sales reps and buyers who are a part of the Supply Chain built around trade promotions. DO’s expectations of frequent trade promotions were considered the only means to cost reduction during the â€Å"canvass† periods where distributors were able to buy as much product as desired to meet current and future needs. This is a well nurtured traditional system which took a lot of years to develop. Environmental and Root Cause Analysis Approximately 65% of Barilla’s dry products were supplied through outside distributors to supermarket chains and independent supermarkets who would eventually get the product into the hands of the ultimate user. Distributors would receive their product from one of the two Barilla’s central distribution centers (CDCs) where movement of product would be assessed based on its category which would be either â€Å"dry† or â€Å"fresh†. Barilla maintained different distribution systems for its dry and fresh products due to their differences in perishability and retail service requirements. Brando Vitali’s JITD proposal focused solely on dry products sold through Barilla’s distributors who I am going to examine. There is an industry culture around the supply and demand of Barilla products. Internal and external politics are at the root cause of the resistance to change around the distribution channels. There are issues that Barilla needs to address internally before the idea of JITD can come to life externally. Barilla’s sales and marketing personnel have expressed a range of concerns because this new philosophy could potentially cost some staff and executives their jobs from the bottom to the top of the sales organization as it is developed further. Sales executives are clinging to the idea of promotion based strategy which the old-fashioned distribution system is based around. This is not a good sign as efforts to reduce costs should be made from all aspects of the Supply Chain Management. Executives should be concerned with efficiency of their supply chains from different tiers of suppliers all the way thru different tiers of their customers until the product reaches its ultimate user. You read "Barilla Spa Case Report" in category "Essay examples" Barilla executives are not looking for ways to reduce waste within their distribution channels as it’s not even clear how they measure success of their sales force. Barillas distribution network is only based around relationships, not necessarily around efficiency of their supply chain. They should be looking at ways to eliminate waste, even if it means â€Å"leaning out† their sales force and only keeping those who truly perform well. Staff will always resist change as it is uncertainty that scares everyone when new ideas are introduced within an organization, especially if it might put their job security on the line. Once the internal issues are addressed and the new philosophy starts taking precedence they can effectively communicate JITD to their DO channels. Sales reps would be successful at communicating the ideas and benefits of JITD system to the buyers of the Organized Distributors. Those buyers would then facilitate the flow of this information from the bottom to the top of the organization before a meeting can take place with Marconi and other DOs. Alternatives and/or Options Giver the current situation, I believe there are only two options to consider here. First one is to remain status quo and run the risk of stockouts as the effect of fluctuating demand which due to variation in demand leads to cost increases. The other option would be to embrace the new philosophy of JITD internally and communicate it further down the supply chain to the DOs. Brando Vitali had it right all along with the idea he referred to as Just-in-Time Distribution (JITD) which was modelled after the renowned â€Å"Just-in-Time† manufacturing concept. His philosophy was to consider JITD as a selling tool rather that a threat to sales. Vitali’s view was that as a supply chain we should focus on demand from end user as that is the supply we trying to address at the time it’s required. In order to effectively address the issues of fluctuating demand we need to be able to respond to unexpectedly high demand from the end-consumer and the quickest way to do that would be to eliminate as many layers as possible. Additional inventories to dampen fluctuations costs money, costs of maintaining certain service levels should also be taken into consideration. Rather than filling distributors demand, according to their planning department, we should be looking at distributors data directly and only send what is needed rather than supply distributors with inventory they can hold to anticipate demand swings. By doing so, we would be able to improve operations for ourselves and our customers if we were responsible for determining the quantities and delivery schedules. This will allow us to further reduce costs as transportation could be handled by our CDCs based on sales volume variations. Recommendation and Implementation I recommend the JITD system as it will address the stockouts issues we’re currently experiencing as the effect of fluctuating demand. Our distributors already carry too much inventory (see Exhibit 13) which doesn’t resolve the stockouts issues we’re seeing despite the fact that they are holding a couple of weeks inventory. We should be able to improve operations for our distributors if we were allowed to be responsible for determining quantities and delivery schedules based on end users demand. This would allow us to ship product as per demand required rather than trying to manufacture stock large enough to supply both of our facilities. Furthermore we would be able to reduce our own distribution, inventory and manufacturing costs and pass those savings onto our customers if we didn’t have to worry about volatile demand patterns. Ultimately this will work the same way it does with Barilla sales representatives assisting with setting up in-store promotions analyzing competitive information including competitor’s prices, stockouts and new product additions. This would be effective because no one knows our product better than we do. If our sales reps are allowed at distribution facilities, they would be able to assist, gather and exchange a lot of valuable information about our needs and those of our DOs. The more we know about each other’s business the better off our Supply Chain will be. The fewer layers we have, the quicker we can get our product to our ultimate customers; reducing our own inventory and manufacturing costs along the way. We’ll have to improve our own forecasting systems of course as it is imperative to our business that our distributors have that extra confidence in our abilities. Monitor and Control This sort of an idea would require a lot of back and forth communication both internally and externally. Cross functional teams would be required to address issues and concerns which might arise from this sort of implementation. The whole process should be done in stages to allow staff to adapt to the changes gradually. Keeping everyone informed would be key as the only way to reassure staff and address uncertainty would be to educate them on pros on cons of the system being brought to life. Regularly scheduled monthly meetings are an absolute must to address issues as they arise. New KPI’s should be clearly communicated to the sale reps. Our reps should be clear on all of the aspects of JITD implementation as they would play an important role of facilitating the flow of information down the Supply Chain. Once DOs are up to speed on JITD, a simulation should be considered with external distributors to demonstrate the benefits of the new distribution system once it is implemented. Inviting DO representatives to see our manufacturing facilities and addressing their concerns with solutions would go along way on establishing rapport and strengthening relationships. Probing and addressing bottle necks of our distributors with JITD would also be beneficial to everyone as our ability to eliminate wastes and get rid of extra layers would reduce costs across the Supply Chain. How to cite Barilla Spa Case Report, Essay examples

Management and Organizational Behaviour Management Information System

Question: Discuss about the Management and Organizational Behaviour forManagement Information Systems (MIS). Answer: Introduction According to the case study, Barbara, a soon-to-be graduate from University of Waikato is appointed as an assistant cost accountant although she is not totally convinced. However, at the first day of her work she realized that she was assigned to management information systems (MIS) instead of cost accounting. Peter, her boss explained her duties and assisted her for compiling the monthly management report named as Big Brother. She discovered that her tasks were mainly clerical and did not require certain degree as her work involved photocopying, punching, collating, stamping and binding the pages of the report. Soon, an opportunity of performance measurement workshop was knocking her door for which she agreed. Bob was on two weeks leave because of which she left for the workshop and Bob was supposed to talk to Peter. Peter was furious due to such behaviour and her attitude towards Barbara changed to negative. Later, Barbara drafted a letter requesting the upcoming vacant position as a chief accountant (McShane et al. 2010). Problem Identification Matalvi Engineering Ltd faces several organizational issues. Barbara encountered certain problems in the organization as the facts were misrepresented. She was appointed as the cost accountant but she discovered that she was assigned work at management information system (MIS). Instead of applying the concepts of budgeting, performance evaluation, cost management and various others, she was given clerical work in the organization such as stamping and punching paper. It is also observed that Peter showed negative attitude towards her after learning that she left for the workshop in his absence. Peter was rude in his behaviour with all employees in the organization as reported by Adrian (McShane et al. 2010). The root causes of negative attitude are limited beliefs and negative family or friends. If people or environment led a person to such behaviour, the individual becomes powerless causing negative attitude. Negative attitude can also be caused due to lack of rewards, work overload or mismanagement (Jensen, Patel and Messersmith 2013). As a senior, Peter does not have control over his emotions and causes declined behaviour among his employees. Additionally, the employees at the organization have a negative attitude towards him as the episode has happened with other people in the organization. The negative workplace attitude and emotions forced Barbara to think about getting a transfer or resign from the job. Barbara had low morale and it declined further (McShane et al. 2010). Analysis Emotions and attitudes play a significant role in the organization. Both positive and negative emotional states in the organization have significant effects on people. The positive emotions and attitude leads to job enrichment, achievement and motivation. Moreover, negative attitudes and emotions affect the general attitude or mood at work. As seen in the given scenario, Peters negative attitude led to anxiety and depression for Barbara. Her personal life was imbalanced and she fought with her family and boyfriend. She drove home from work with feelings of low spirit, hope and courage. She also wished she should not have joined the company (Hlsheger et al. 2013). It is observed that Peters negative behaviour caused other colleagues to misbehave with Barbara. The colleagues stopped talking with her eventually. The workplace had become a burden for Barbara. A negative workplace environment also increases turnover that would degrade the organizational ability to grow. Negative attitude not only affects the victim, but also the environment as people is growing in similar environment. Peter needs to control his emotions as it affects and influences the workplace (Branch, Ramsay and Barker 2013). The organization also needs to encourage the participation in workshop. Barbara was originally appointed as a cost accountant. She was assigned to MIS for clerical work that is incorrect on companys part. There is no senior executive to look after the same. Also, the organization has poor communication network. The people in the organization are not communicating appropriate messages (Petty and Cacioppo 2012). For instance, Bob was supposed to inform Peter about Barbara leaving for the workshop in details. Bob also needs to communicate the entire message regarding Barbaras transfer and have it approved from the seniors. Soon, the employees at the workplace ducked their heads down looking at Barbara and she had no clue how she ended in such a situation (Pinder 2013). Recommendations A few recommendations are provided for the management team and employees at Matalvi Engineering Ltd. Peter must try to bulk his emotions as positive such as excitement, encouragement, gratitude and joy. It is necessary to treat people with courtesy. The senior management must provide training to Peter and collect feedback from employees about the management. The senior management must regularly check upon the managers of the organization if they are rude or behaving inappropriately with the employees (Judge and Kammeyer-Mueller 2012). Not only Peter, Barbara must think if it is worth respecting others opinion. Stressful situations are too common at the workplace. Barbara must stop herself mentally and look at the situation. If the colleagues are not welcoming her and leading her to worries, she must stop being with such people at the first place. She must lay her focus on how to improve the situation. It is important to be assertive and refuse to be treated that way. Barbara must also speak to a trusted colleague or visit a mentor that would help her in moving forward and making decisions. She also needs to take action to mend ways and not think of quitting or resigning from her job when she is not at fault (Schyns and Schilling 2013). References Branch, S., Ramsay, S. and Barker, M., 2013. Workplace bullying, mobbing and general harassment: A review.International Journal of Management Reviews,15(3), pp.280-299. Hlsheger, U.R., Alberts, H.J., Feinholdt, A. and Lang, J.W., 2013. Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction.Journal of Applied Psychology,98(2), p.310. Jensen, J.M., Patel, P.C. and Messersmith, J.G., 2013. High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions.Journal of Management,39(6), pp.1699-1724. Judge, T.A. and Kammeyer-Mueller, J.D., 2012. Job attitudes.Annual review of psychology,63, pp.341-367. McShane, S., Olekalns, M. Travaglione, T. (2010) Organisational Behaviour on the Pacific Rim. Sydney: McGraw Hill. Petty, R. and Cacioppo, J., 2012.Communication and persuasion. New York: Springer-Verlag. Pinder, C., 2013.Work motivation in organizational behavior. New York: Psychology Press. Schyns, B. and Schilling, J., 2013. How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes.The Leadership Quarterly, 24(1), pp.138-158.