Athletes as Role Models Essay Example for Free

Athletes as Role Models Essay Principally, the observance of good quality sportsmanship widens outside the in performance playing field and occupy not only the conduct of the players, but the trainer, umpire and parents as well. In order to comprehend sportsmanship, it is a fine thought to inquire yourself, why are you here? In further words, why you and your kid have determined to contribute in any game? These queries may resonate evident, but inspiration and enthusiasm facilitate to conclude results. Partaking in sports construct a pleasure for strength, produce imperative shared abilities as the youngster crafts new acquaintances, and educates broods how to effort as constituent of the same squad. As a full-time player, the child can build up valuable game skills in spite of this that either his side manage to triumph or is defeated. In actuality, the goal of succeeding insipid in contrast to the better, more precious teachings of determination and supervision of achievement and impedance. This details the necessity of sportsman-like shells. To make certain that the child achieves all of the advantages of sports involvement, it is fundamental that first-class sportsman-like ethics be recognized, illustrated and commended. Sportsmanship initiate with the elementary theory of reverence. In order to make possible just play and gratification on and off the ground the courteous behavior of instructors, comates, challengers, umpires and parents is necessary. There is a lot of case in points of reverential, sportsmanlike demeanor in every sport. The coach is a stature of influence and is supposed to have the players’ top welfare in mind. The participant’s consideration for coach’s recommendation, guidance and trend on the playing field constructs collaboration, leading to victory. According to Weinberg Gould, Optimistic communiquà © with co-players is also very important on the field, and oral support is an important phase of excellent sportsmanship. Censure does not advance solidarity. A performer should by no means get annoyed or noticeably distressed at a teammate for producing a blunder. Forthrightness is on the subject of propping up others and operating mutually to revolve faults into helpful erudition practices. Fair-play submits to each player holding an unbiased probability to trail conquest (Weinberg Gould, 1999). If a person is a sport aficionado and a loving parent, one possibly responded in a positive way to these difficulties. If or either you shriek out or lucratively restrain your confrontation in these state of affairs, you epitomize apposite conduct for every child in attendance. A person’s deeds and how you transact with the aggravation will sway the prospective activities and disposition of parents’ own child. According to Crookes, efficient statement for players by coach encloses six fundamentals; comprehensible, to the point, accurate, absolute, well-mannered and productive (Crooks, 1991). Be a fine functioning representation, and make obvious how to be an excellent sport. Youthful competitors are very easily influenced, and their performance is chiefly fashioned throughout education procedures of mock-up and corroboration. Consequently, coaching and encouragement of good sportsmanship commences with one’s own manners and sportsmanlike conduct. Not anything is wrong with flattering discouraged when circumstances on the sports ground don’t go smoothly for your team. However, if either of the parents desires to demonstrate antagonism, proceed incongruously or quarrel in front of an immature team member, the dreadful performance is liable to rematerialize when the player is dealt with comparable sites. Eventually, person’s dealings, expressions and approaches en route for sport will assist to contour child’s personality and manners like an Athlete. In a study regarding coaches and assessing their influences on athletes, Smith and Smoll experimented further than 70 instructors, did oblique more than 80,000 behaviors, and reviewed almost 1,000 athletes. They set up that athletes countered optimistically to coaches who endowed with upbeat opinion subsequent to a good recital attempt, counteractive coaching and back-up after a performance blunder, and technological order and a judicious quantity of universal support dissimilar to performance quality (Smith 2001, Smoll Smith, 2006). References: * Weinberg, R.S. Gould, D. (1999), Foundations of sport and exercise psychology (2nd Edition). Champaign, Illinois: Human Kinetics Publishers, Inc. * Crookes (1991), Complan Column Athletics Coach, 25 (3), p. 13 * Smith, R. Smoll, F. (2006). Enhancing coach-athlete relationships: Cognitive-behavioral Principles and Procedures; En J. Dosil (Ed.), the Sport Psychologists Handbook (19-37). Reino Unido: John Wiley Sons.

Siddhartha Essay: The Symbols of the Smile and the River in Siddhartha

The Symbols of the Smile and the River in Siddhartha      Ã‚  Ã‚  Ã‚  An important symbol in Siddhartha is the smile. Each of the three characters in the story who attain a final state of complete serenity is characterized by a beautiful smile which reflects their peaceful, harmonious state. In each case this smile is a completely natural phenomenon; it cannot be created at will by people who have not attained the prerequisite state of harmony with life.    The first character who is described as possessing this smile is Gotama, the Buddha. When Siddhartha first sees him, he recognizes him immediately, largely on account of this mysterious smile. Gotama is imperturbable and he retains his smile - and his equanimity - even when Siddhartha engages in debate with him. As Gotama turns to leave, it is his smile which most deeply impresses Siddhartha, for in it the peace and saintliness of the Buddha is epitomized. The narrator comments that Siddhartha was to remember this smile for the rest of his life.    Vesudeva also possesses the mystical smile of peace and harmony. A man of very few words, the ferryman often allows his smile to speak for him, and it is a more effective agent of expression than any words could possibly have been. Like the Buddha, Vasudeva is satisfied that he is at peace with the world, and with existence.    Siddhartha does not possess this radiant smile at first. He sees it in Gotama and Vasudeva and recognizes its significance, but is too engrossed in physical things to be able to smile serenely himself. First, with the Samanas, he concentrates on mastering his bodily needs. Then, through Kamala and Kamaswami, he learns to enjoy sensual pleasures and soon masters this aspect of life. Finally his ... ...e lingering sorrow and pain he feels because of his son's departure. One day when Siddhartha sets out to search for his son, the river speaks to him - but not in its usual soothing tone. This time the river laughs at him. Siddhartha looks into the water and sees his own reflection, which reminds him, however, of his father. He is reminded of the pain he caused his own father years earlier when he departed, never to return, and gradually perceives that the river is pointing out to him the repetitious nature of events. Nothing is new, everything is an integral part of a unified whole, including such things as the inevitable separation of fathers and sons. The various voices of the river, the laughter and the sorrow, seem to merge, and finally Siddhartha hears only the sum: the word "Om."    Works Cited Hesse, Herman. Siddhartha. Dover Publications, 1998.

Change is a consistent issue for the modern organisation. Discuss the various ways in which the employee may offer effective resistance to this change.

Abstract Modern organisations are consistently prone to organisational change. Change reflects business growth and represents the needs of society. Hence, businesses often make changes in accordance with societal needs by focusing on the customer and marketing as opposed to focusing purely on production (The Times, 2012: 1). Whilst change is often viewed positively, this is not always the case and change is sometimes resisted by employees. This happens for a number of different reasons with one of the main ones being surprise. Employees generally don’t appreciate changes being made unexpectedly as it provides them with a â€Å"threatening sense of imbalance in the workplace† (Kreitner, 2008: 434). A lack of understanding and a lack of skills are further reasons why employees may want to resist change and unless effective training on change is provided, employees will most likely view positive changes negatively (Kreitner, 2008: 434). The various ways in which the employee may of fer resistance to change will be discussed in this essay by analysing a range of models and frameworks that help to establish the effectiveness of change. Introduction Employee resistance to change can be undesirable as it places an obstacle in the way of business development and organisational change. However, there are certain circumstances where employee resistance to change is viewed in a positive light. By resisting change and demonstrating their reasons for doing so, employees may actually be encouraging change by offering alternative solutions and options. As pointed out by de Jager; â€Å"the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change† (de Jager, 2001: 25). Therefore, whilst some may consider employee resistance to change disrespectful and unfounded (Piderit, 2000: 26), others may be consider it to be â€Å"very effective, very powerful† and a â€Å"very useful survival mechanism† (de Jager, 2001: 25). An employer may want to instigate organisa tional change that is inappropriate or wrong and â€Å"just as conflict can sometimes be used constructively for change, legitimate resistance might bring about additional organizational change† (Folger and Skarlicki, 1999: 37). This essay will demonstrate how employees can offer legitimate resistance to change by suggesting alternative organisational change structures that will help to promote sustainability and assist in business development. This will be done by looking at various organisational change models and frameworks that will provide employees with the ability to resist change by offering additional options, which they believe will be in the best interests of the organisation. Employee resistance may lead to proposed change initiatives being revaluated by management who may then consider the most appropriate change for the business, as recommended by the employee. The process of change within an organisation isn’t just about creating a change that individuals will be able to resist, but rather the transition that will accommodate the change (Bridges, 1991: 3). Unless transition occurs, it is unlikely that the change will be effective. It is thus important that employees are capable of resis ting change so that they can offer alternative solutions that may be better suited to organisational needs. Consequently, employee resistance to change is an important contributor to implementing effective change within an organisation. Main Body Burke-Litwin Model (1992) The Organisational Transformation Process, developed by Burke and Litwin (1992: 1), is one of the main models that can be used to implement change within an organisation. Employees can use this model to offer resistance to change by offering alternative solutions that would be better suited to the organisation. Employees can use this model to show the various drivers of change by ranking them in terms of importance (Jex, 2002: 442). The most important factors are featured at the top, with the lower layers becoming progressively less important. By using this model, an employee will be able to demonstrate that all of the factors for change are interrelated and that a change in one factor will affect a change in all of the other factors. Organisations therefore have to consider whether the impact a change will have upon the other factors will help the business to remain sustainable (Hertwich, 2006: 10). As the external environment is at the top of the model, this is the main factor that is likely to influence change. An employee can resist change by offering an alternative solution that takes into account the needs of the external environment (World Commission on Environment and Development, 2011: 1).Porras and Robertson’s Model (1992)Porras and Robertson’s Model of Organisational Change was developed in 1992 to help individuals understand how to approach organisational change. This model is similar to the Burke-Litwin model in that it suggests that the external environment is the main influencer of organisational change. However, this model also suggests that the objectives of the organisation are the main drivers of change and that organisational arrangement, physical setting, social factors and technology all contribute to the changing environment of any organisation. In effect, an employee will be able to rely on this model to effectively resist change by signifying how the change is not in accordance with the overall objectives of the business. Instead they can offer an alternative change solution that is more akin to the organisational arrangement and physical setting of the business as well as social factors and technology. A change can be offered that improves the performance of the organisation, whilst also seeking to advance individual development. Hence, as has been established; â€Å"behaviour change is the key mediating variable in organisational change† (Jex, 2002: 444). If an employee can demonstrate that individual behaviour will be modified in accordance with the needs of the external environment, organisational change will most likely occur. As this model focuses on individual behaviour, desired work behaviours will be better achieved, which will affect the disposition of the organisation overall. This theory does not, however, focus on modern ways of thinking and subsequently fails to adapt to take into account the changing environment.Lewin’s Force Field Ana lysisThe Force Field Analysis model, developed by Lewin in 1951 will help an employee to resist change by providing a framework which looks at the restraining factors (forces) to change. In this analysis, there are two different types of forces, which are forces for change (driving forces) and forces against change (resisting forces). An employee can use the resisting forces to prevent a particular change from happening and use the driving forces to offer an alternative change. These forces can help the employee to alleviate any problems that are likely to arise with change management by helping the organisation to understand the effects a change will have upon the organisation. In demonstrating why a particular change should not take place, the employee will be required to show that the restraining forces exceed the driving forces. If this can be ascertained then the organisation change should not take effect. If the employees want to propose an alternative change, they will be req uired to show that driving forces of the new proposed change exceed the restraining forces. If they can establish this, then the new change should take place as it would be considered beneficial to the organisation. This model is useful to frame a process of change as it is easy to understand, though it seems as though each stage could in fact be expanded so that individuals can understand the process of change a lot more easily.Porter’s Generic Value Chain Analysis The Value Chain Theory, developed by Michael Porter, helps organisations to decide whether changes to the structure of the organisation are required (Porter et al; 2007: 706). An employee can use this model to demonstrate how the organisation does not need the change it wants to resist. The employee can do this by analysing the activities of the organisation, and the costs associated with them, to decide whether the proposed activity is profitable or not. The value chain activities consist of primary and support a ctivities. Whilst the primary activities consist of inbound logistics, operations, outbound logistics, marketing and sales and service, the support activities consist of procurement, infrastructure, human resource management and technological development (Porter et al; 2007: 706). The aim of reviewing these activities is to consider whether the customer can be offered a level of value that exceeds the costs of the activities, resulting in a profit. This will also depend upon whether the organisations activities can be performed efficiently. By using this concept, the employee will be able to demonstrate that the customer cannot be offered a level of value that exceeds the cost of the activities and that no profit can be obtained from the change as a result. This is an effective way an employee will be able to resist change as it provides the employee with the chance to demonstrate how the proposed change does not have any profitable value. Nonetheless, it is likely to prove extremel y difficult for an employee to implement this model due to the fact that employees will not have access to certain information about the organisation and the change.Change Analysis Process Because of how important it is for organisational changes to be properly analysed before they are implemented in order to minimise any associated risks, an employee could employ the change analysis process to deny the changes they wish to resist. Because an organisation needs to be able to adapt to change (Brier et al, 2011: 1) the identification and codification of change scenarios is necessary for the change process to take effect. The process of change requires organisations to adapt to current situations, as opposed to the creation of solutions (Brier et al, 2011: 1). The change analysis process can therefore be used analyse the change by considering the impact the change is likely to have and then subsequently considering whether it should be approved or denied. In resisting change, employees can use this analysis process to put forward their reasons why the change ought to be denied. Whether an employer will take into account the views of the employee is another matter and it seems as though the employee will still be required to overcome many obstacles when putting forward its views and opinions.Realistic Evaluation Model The Realistic Evaluation Model could also be used to demonstrate the ineffectiveness of the proposed change. This will provide the employee with the ability to demonstrate the impact the change will have upon the organisation through proper evaluation. This model is suitable for employees to offer effective resistance to change as the evidence will be based upon realistic ideas and concepts about the change. A proper assessment can then be made about the ineffectiveness of the change so that it can be resisted (Rycroft-Malone et al, 2010: 38). This model is quite similar to Lewin’s Force Field Analysis in that it will enable the employee to re view what is expected from the change, whilst also identifying any problems. The employee will also be able to put forward any associated risks with the change, which will most likely ensure that their resistance is effective. This approach provides a useful framework for helping employees to develop explanations about why the change should be resisted, which it will then be able to present in a coherent way† (Rycroft-Malone et al, 2010: 38). Summary/Conclusions Given the impact organisational change has upon employees, it is unsurprising that resistance to change will often occur. Whilst such resistance to change can have a negative impact upon the organisation, it can also be considered positive on the basis that employees may be encouraging further change by offering alternative solutions and options. In resisting change employees may consequently be able to demonstrate alternative options for change, which may generate better ideas that are more suited to organisational needs. Not only do organisations need to be able to satisfy the needs of its consumers, but they will also be required to satisfy the needs of their employees. This will not only promote the success of the business but it will also lead to economic growth. Employees need to be able to identify and develop change strategies which help to meet organisational objectives and prevent undesirable changes from being made. Any risks that are associated with change will be capable of being overcome by the adoption of alternative change structures. In order to effectively resist change, employees will thus be required to adopt various change management models and frameworks so that they can offer appropriate solutions to the proposed changes. Not only will this prevent undesirable changes from being implemented, but additional strategies will also be developed. In resisting change, employees will be able to demonstrate that the possible risks associated with the particular change outweigh any benefits. Once this can be established, it is unlikely that the organisation will implement the change and any alternative suggestions will most likely be welcomed. It is important that organisations listen to the views of employees as they may be able to offer solutions that are more applicable and better suited to the needs of the organisation. References Bridges, W. (1991). Managing transitions: making the most of change. Reading, MA: Wesley Publishing Company. Brier, J. Rapanotti, L. and Hall, J. G. (2011) Problem Based Analysis of Organisational Change: A Real World Example, [Online] Available: mcs.open.ac.uk/jb9242/jbwebpapers/submittediwaapf06paper.pdf [18 August 2014]. Burke, W. W. and Litwin, G. H. (1992) Transformational Change and Transactional Change. Explanation of the Casual Model of Organisational Performance and Change, [Online] Available: http://www.12manage.com/methods_burke_litwin_model.html [18 August 2014]. de Jager, P. (2001). Resistance to change: a new view of an old problem. The Futurist, 24-27. Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: hardship as mistreatment, Journal of Organizational Change Management, 35-50. Jex, S. M. (2002) Organisational Psychology: A Scientist-Practitioner Approach London: John Wiley & Sons. Kreitner, R. (2008) Principles of Management, London: Cengage Learning, 11th Edition, London: Business & Economics. Lewin, K. (1951) Field Theory in Social Science, New York: Harper and Row. Piderit, S.K. (2000). Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change. Academy of Management -794. A, 783. Porter, M. E., Marciano, S., and Warhurst, S. (2007) De Beers: Addressing the New Competitiveness Challenges, Harvard Business School Case 0-706-501. The Times. (2012) The Organisation and Change, Operations Theory, [Online] Available: http://businesscasestudies.co.uk/business-theory/operations/the-organisation-and-change.html#axzz2H6FILJP6 [18 August 2014]. Walonick, D. S. (1993) General Systems Theory, [Online] Available: http://www.statpac.org/walonick/systems-theory.htm [18 August 2014]. Wendell, F. and Bell, C. (1999) Organisation Development, New Jersey; Prentice Hall.

Revenge By William Shakespeare s A Tale Of Two Cities

Revenge in A Tale of Two Cities Suppose your family or someone close to you was hurt by someone or a group of people. What would you do and how would you react to the situation? With that thought in mind, think of how you would react if you were the one hurt. In both situations, you may desire compensation from the offenders who hurt you or a loved one. Depending on the reason why you would desire this compensation it can be classified as revenge or vengeance. Some characters in A Tale of Two Cities had to face the same issue during the novel and made the choice to take revenge which presented the negative outcome, despite the promises it held while it was being planned, and carried out. However, some characters who attempted to obtain revenge acted under the idea of exacting justice. They also tried to justify their acts of revenge by saying it was necessary to the advancement of the Revolution. Although, revenge is never justified no matter the circumstances. The first reason why r evenge cannot be justified is because taking revenge leads to more revenge. For example, if a child’s mother was murdered and the child sought revenge from the killer, the child’s act of revenge towards the killer may have the same effect the original murder had on someone who is close to the killer. This is the example of the cycle of revenge. The child may have tried to act to avenge his mother, but in turn he created the same desire for revenge in someone else. If the childShow MoreRelated A Tale of Four Novels1596 Words   |  7 Pages Charles Dickens once stated, My faith in the people governing is, on the whole, infinitesimal; my faith in the people is, on the whole, illimitable.(Fido 102), this is certainly reflected in A tale of two cities, which is a historical novel written by Dickens that outlines the events of the French Revolution through the story of a French aristocrat named Charles Darnay. 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