Walmart Undergoing Change Case Study Example | Topics and Well Written Essays - 750 words

Walmart Undergoing Change - Case Study Example It is normal that this change will incredibly improve the exhibition and the upper hand of the organization in the business condition. The necessities of workers are regularly met by the initiative of an organization or association. The requirements of workers inside Wal-Mart’s distinctive practical regions will accordingly be met under a brought together group of pioneers. There are assorted necessities among representatives, for example, successful remuneration, benefits, great workplace and reasonable working hours. These requirements would be influenced by the new initiative structure. For instance the necessities of representatives inside the Logistics work are probably going to be not the same as those inside the Real Estate work. All together for these change to be successful, it is in this manner essential for the organization initiative to viably speak with workers and comprehend their necessities so a powerful arrangement for meeting them would be executed (Vakola and Nikolaou, 2009). Since the authoritative change at Wal-Mart is planned for improving the administration conveyance to the clients, it is clear that the organization is probably going to enroll new representatives to guarantee that this goal is accomplished successfully. The administration of hierarchical change incorporates meeting the preparation needs of new workers (Tsoukas and Chia, 2008). This implies the new initiative group inside Wal-Mart will be answerable for building up a preparation program in which the aptitudes and information on new workers hands on will be successfully accomplished. In the choice of new workers, the organization must hold fast to the enlistment arrangements inside its strategy note pad. This implies the necessary degree of training, experience, abilities or information for the different useful territories of the organization must be shown by the new workers. The enlistment procedure should likewise guarantee that the new workers will increase the value of the organization through advancing its profitability and making it increasingly serious in its market. Since the frameworks and

Exploring Marketing with Delta Airlines as a Case Study Essay

Tedlow, Richard S. accepts that the historical backdrop of buyer item promoting in the United States can be isolated into three phrases.1 The historical backdrop of advertising will help us in understanding the business world today and is hence valuable in this article to investigate this in short before setting out on examining Delta Airlines as a contextual analysis to move toward the subject of showcasing, with regards to the U.S Airline Industry. Expression 1 is that of fracture and this is absolutely because of coordinations reasons, as opposed to the aftereffect of any advertising methodology. This outcomes in transportation of massive merchandise starting with one district then onto the next being generally costly and for a shopper item to accomplish national conveyance, an ideal proportion of weight and mass to esteem is required. This expression occurred before the 1880s and the market size is confined because of an absence of data, and it is described by a high edge and low volume. The second expression of unification is the ascent of mass showcasing, with high volume and a low edge, which is the direct inverse of the main expression of fracture. The improvement of this expression is conceivable due to initially, the advancement of the railroad and the message and also, developments in assembling innovation. All the above developments prompted an increasingly compelling transportation and correspondence arrange that bro ught down the expense of mass promoting items by huge rates. There is an ascent of normalization with progresses in assembling innovation, and it is currently conceivable to deliver in incredible volumes and furthermore, in little bundles. Expression Two happened in the period 1880s to 1950s, and during this period, brand showcasing and the board developed in significance. Makers endeavor to change the name of his item into a sort of supername Ââ€"a brand.2 The results of this expression focused on national dispersion, yet additionally strived to pull in all shoppers utilizing a solitary brand or item, that will be viewed as Â'standardâ'. 1 Richard S. Tedlow, â€Å"The fourth period of showcasing: Marketing history and the business world today,† in Tedlow, Richard S. furthermore, Jones, Geoffrey, editors, The Rise and fall of mass showcasing (London ; New York : Routledge , 1993), p. 19 2 Richard S. Tedlow, New and improved : the account of mass promoting in America (New York: Basic Books, 1990), p. 14 The third expression is that of division. The developments that prompted this expression after the 1950s is made conceivable by radio and TV promoting. There were additionally significant changes in America culture that affected buyer request. Business promoting through TV demonstrated that specific projects spoke to specific classes of watchers. This implied the open doors for dividing markets, that is, focusing the selling bid on one specific gathering of potential clients who may be characterized by their age, salary, and training ( known as socioeconomics) or by their way of life ( known as psychographics) were extraordinarily improved. 3 There is an ascent in picture publicizing in this expression, for instance, Coca-Cola had consistently been Âthe image of the leading figure of immutable, ever-enduring Americanaâ.4 Commericals were not, at this point about attributes of the items, however of the individuals depicted as utilizing them, and this prompted the improvement of the ÂPepsi Generationâ for instance. This saw the breakdown of the entire American mass market created in Phrase Two to spilt into various item classes from need things to up-showcase buyer durables. Division additionally happens at the retail level. This expression is described by high volume and worth valuing. The key improvements of the railroad, broadcast, creation advances and TV promoting, are outside to partnerships, yet they figure out how to benefit from them and transform openings into benefits. This is the way advertise division advanced. Advertisers are delicate to changing occasions and they exploit openings and turn the circumstance around to a positive one, regarding satisfying the companyâ's targets. This is the subsequent recommendation set up by Tedlow, that of Âentrepreneurial visionâ, of which daring individuals need to accomplish speculations and turn their dreams. 5 3 Robert D Buzzell and Jean-Louis Lecocq, ÂPolaroid France (S.A.), in Steven H. Star, Nancy J. Davis, Christopher H. Lovelock and Benson P. Shapiro, editors, Problems in Marketing, (New York:McGrawHill, 1977), pp. 191-213 4 Richard S. Tedlow, â€Å"The fourth period of promoting: Marketing history and the business world today,† in Tedlow, Richard S. also, Jones, Geoffrey, editors, The Rise and fall of mass promoting (London ; New York : Routledge , 1993), p. 18 5 Richard S. Tedlow, â€Å"The fourth period of showcasing: Marketing history and the business world today,† in Tedlow, Richard S. furthermore, Jones, Geoffrey, editors, The Rise and fall of mass promoting (London ; New York : Routledge , 1993), p. 21 Another significant recommendation set up by Tedlow is that of Âmanaging changeâ. Customer tastes and the outside condition are continually evolving. Enterprises must be adaptable and adjust rapidly to the shaky condition confronting them. Rivalry can emerge out of different companies as far as either attempting to beat the firstmover with a similar methodology, or attempting to change the rules.5 Tedlow proposes a fourth expression of promoting and this is because of data innovation. ÂInventory, is the cost of the absence of data; and the data upset is bringing down that cost in the plant, in the circulation framework, and at the purpose of sale.â6 This is the phase of Âmicromarketingâ, which is hyper-division, of perhaps every client as a segment of a fragment of one. Gracefully can increment because of data innovation, be that as it may, simultaneously, interest for micromarketing is expanding. Shoppers are turning out to be increasingly requesting and they hope to get what they need, in this manner there is an ascent in customization. Purchaser decisions will increment and it is each marketerâ's would like to sell any potential client correctly what they need and to guarantee they get greatest fulfillment. It is not, at this point important to persuade buyers to buy the normalized items that the manufacturing plant has made. Be that as it may, weaknesses of micromarke ting must be noted. The last may bring about an overflux of decisions and customers become confounded, as contrasts decrease. There is likewise the issue of rack space or that of the impediments of conveyance. Rare asset as rack space must be assigned by the retailers, and along these lines items canâ't simply continue expanding. I will presently direct my concentration toward the U.S Airline industry, where advertising is a structure for aircraft dynamic. During the period 1979 to 1983, the most profound world downturn made numerous issues in the U.S Airline industry. Among these were fast development of fuel costs, which expanded the working expenses of aircrafts. Opening limitations brought about by the leave air traffic controllers in August 1981 additionally posted an issue. The U.S downturn brought about a general shortcoming in air traffic and yields. This 6 Richard S. Tedlow, â€Å"The fourth period of showcasing: Marketing history and the business world today,† in Tedlow, Richard S. what's more, Jones, Geoffrey, editors, The Rise and fall of mass promoting (London ; New York : Routledge , 1993), p. 27 is a marker that the outer condition that carriers are working in, is altogether unsteady. Financial upswings and downturns are normal. At the point when the Airline Deregulation Act was passed in the United States on October 1978, the carrier business is confronted with overcapacity and admission wars, and it is difficult to look after yields. Be that as it may, exercises have been educated since the last world downturn for the U.S aircrafts. One New York investigator remarks that ÂI have never observed an industry so decidedly ready for a recession.â Carriers currently are delicate to the limit cycle and despite the fact that the business has various new airplane in transit, there are no over the top responsibilities for new limit. A great deal of adaptability is incorporated with the airplane arrangements and carriers have more seasoned, completely deteriorated airplane that they can either clutch or resign, despite overcapacity. There are presently two new weapons open toward the North American majors that they didn't have in the last downturn. The first is that of the territorial stream that resuscitated the provincial aircraft industry, and is a potential new market. The second is the ease carrier inside aircraft tasks, for example, Delta Express and US Airwaysâ' new MetroJet. The majors can contend with Southwest, who can brave a downturn well due to its commitment to minimizing expenses and knowing its business sectors well.7 Delta Express, the aircraft inside a carrier, propelled in 1996, was begun not exclusively to shield the mainline bearer from expanding low-charges rivalry in America yet additionally to demonstrate to Wall Street that Delta the executives can be imaginative and dynamic too. The Just Plane Treats, formed to look like airplane, turned into the mark of Delta Express. Delta Express offers lower pay rates than those at the mainline, however it is propelled to inspire Deltaâ's representatives indeed, after the trust factor has been broken, with the 7.5 program as an endeavor to reduce expenses radically during the last business downturn. Some 65% of Delta takeoffs from Orlando are currently delta Express flights and the market is so critical to Delta Express that the transporter presently involves the entire wing of a terminal at Orlando Airport. Delta Express discharges the imaginative aptitudes of their kin and this lifts employeesâ' spirit. Developments are made along these lines as the administration can react right away. The way to making Delta Express work is to characterize the limits 7 ÂUS majors intend to break the cycle,â Airline Business, January 1999, p.

How Primary Emotions Affect You

How Primary Emotions Affect You PTSD Print How Primary Emotions Affect You By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Updated on June 24, 2019 franckreporter / Getty Images More in PTSD Causes Symptoms Diagnosis Treatment Coping Related Conditions PTSD and the Military Primary emotions are those that occur as a direct result of encountering some kind of cue. For example, if someone is late for a meeting that is scheduled, she may experience frustration or concern. These emotions would be considered a primary emotion  because the emotion occurred as a direct consequence of encountering some kind of event. Learn more about primary emotions and their relationship to secondary emotions with this review. What Makes Primary Emotions Stand Out Primary emotions are fast-acting. That is, they occur in close proximity to the event that brought them on. Primary emotions are important  because they provide us with information about our current situation and get us ready or motivated to act in some way. People with post-traumatic stress disorder  (PTSD)  often experience strong emotions. If you have PTSD, you may experience  sadness,  anger,  or  anxiety  when youre reminded of the traumatic event or at other  stressful moments. These emotional reactions are all primary. Sometimes, however, emotions occur in response to having  other  emotions. For example, you might feel  shame  about being anxious or sad or anxiety because youre angry. This type of emotional reaction is called a  secondary emotion. Understanding Primary and Secondary Emotions If someone cuts you off in traffic, youll probably feel irritated or angry. In this situation, anger or irritation is a primary emotion, because it occurred as a direct consequence of the event (being cut off in traffic). Or, if you start  remembering the loss of someone  you care about, the primary emotion you might feel is sadness. Secondary emotions, on the other hand, are less useful. Secondary emotions are the emotions we have in response to having primary emotions. Lets go back to the example of  someone cutting you off in traffic. You first feel the primary emotion of anger. However, lets say you were brought up to believe that it is not okay to be angry, or you  fear that when you feel anger, youll lose control and do something  impulsive. If this is how you evaluate your primary emotion, anger, youll probably feel shame or anxiety as a secondary emotion. Secondary emotions dont pass quickly or provide useful information, but they do tend to stick around for a long time. Theyre also problematic  because they can take over from primary emotions, effectively blocking them. As a result, secondary emotions can keep you from  getting information from your primary emotions  and acting on it in healthy ways. You could think of this as a way of trying to  avoid your emotions. How to Reduce Your Secondary Emotions The first step in reducing your secondary emotions is to  increase your overall emotional awareness.  Self-monitoring exercises  may help. In these exercises, you identify and evaluate your emotional responses to situations, trying to capture the kinds of secondary emotions that arise from your primary ones. The goal is to learn to  challenge your thoughts  or be more  mindful of your thoughts. You  practice  not taking your secondary emotions at face value or as truth, but simply as emotions, youre having only because youve had them before in the same types of situations, and its become a habit. Over time, getting into the habit of recognizing and  challenging your secondary emotions  can help you reduce their effects. That way, you can stay in touch with your primary emotions long enough to  act  on them in healthy ways.

Example Leisure Management Essay - Free Essay Example

Sample details Pages: 12 Words: 3543 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Critical essay Did you like this example? Critically evaluate the process of change management carried out by a leisure and sport organisation with which you are familiar. Use appropriate theory to evaluate the change management process in question. Sports and fitness has come a long way over time, it is now looked upon as an industry, which operates on a global scale. Sports and Fitness could comprise clubs, health centres, big games like the Olympics, football clubs, golf courses, championships and titles ranging a multitude of sports and games. Don’t waste time! Our writers will create an original "Example Leisure Management Essay" essay for you Create order Each of these activities are part of organisations which are run just like any other organisation with management control, finance, marketing, human resource management and strategy. Each of these areas contribute to the success or failure of the enterprise. Due to immense media coverage and sponsorships, the sector has become very active, glamorised and highly competitive. The competition in this sector is becoming stronger and more players realise the lucrative benefits this sector has to offer. Television and media have greatly publicised the health and sports segment, to an extent where people are beginning to see the advantages of being part of it. Many beauty pageants have also been instrumental in creating the message about beauty, health and fitness. The outcome has been a combination of fitness and leisure centres, these are training grounds for athletes and people who would like to achieve a fitness regime by being part of these centres. More and more people are now keen to be fit and involved in sports of some kind to keep up their fitness levels and be healthy. Crichter (1984) says, the paradox of sport is that it provides such moments of self-realisation even as it confirms their apparent impossibility elsewhere. It both realises human identity and denies other kinds of especially racial and sexual identity. It is both uncontaminated by the rest of social life and shot through with economic and political influences. It is both timeless and a product of history [Frank Kew (1997), p 12 25]. Sports and fitness are about helping create a self-identity, which is high on self-esteem, confidence and good belief. The following is information on sports psychology which helps understand the reasons behind so many fitness and leisure centres springing up across countries including UK. Another interesting quote about sports comes from Huizinga, 1972, Play is essentially a free activity quite consciously outside ordinary life as being not se rious, but at the same time absorbing the player intensely and utterly. Play has no material interest, and no profit can be gained by it. It proceeds within its own proper boundaries of time and space according to fixed rules and in an orderly manner. It promotes the formation of social groupings which tend to surround themselves with secrecy and to stress their differences from the common world by disguise or other means [Cox H. Richard (1998), p 15 30]. The feature about sports, which is of great interest, is that the ways these organisations work have wholly different perspectives. The social practices, rule structures are self-contained and independent and so applying management practices would need to take this psychology in context to the final argument. The people who work in this industry are also influenced by the way this industry operates, their psychology is determined by this. The concept of sports and fitness as joint collaborative projects can be analysed fu rther, there are social dynamics involved in this ball game. In this context, the social dynamics pertains to practitioners who interact with each other. As per Guttmann (1978), modern sports and fitness is monitored and handled by multinational companies, who administer and control the operations by local, regional or international levels. The people in this organisation exercise a lot of power, power to oversee and sanction athletes, teams and events make up rules and enforce them, organise events and certify records [Cox H. Richard (1998), p 20 34]. As the sports industry had gained momentum and is diffused with different social and national groups of personnel, the bureaucracy needed to oversee the governance process of sports have become more complex and powerful. In organisations driven by such force bringing about change would be a tall order, which would need more than good management skills. Although sports and health organisations are a new phenomenon compared to a lot of sectors and industries, which have been around for decades now, change management is a subject which will be difficult and need strategic management inputs when applied to this sector. Yet given the volatile markets and external environment, change would be a factor organisations cannot avoid. Change in any organisation could be triggered due to either internal or external circumstances. The organisation in question for this paper is a health club, which has three divisions sports, health and beauty and a leisure centre. For the sake of protecting the identity of the club, the name of the organisation has been changed to Fitness first. The problems in this organisation first started with the introduction of a new arm to the organisation Sports Centre, where world famous coaches along with fringe benefits of private training gave professional and prospective athletes the option of being part of a club. Fitness first was initiated and conceptualised in the year 2001, the infrastructure and management were the best in the industry and finance was not a problem since the funding came from heavy weights in the Sports industry. To begin with the senior management that was brought on board by the two directors were given a lot of autonomy in running the business and expansion plans. The first two years in the business witnessed an inflow of members who were ready to pay a hefty annual fee to be part of the club. This was because of the personal care and interest each member was able to enjoy along with the state of the art infrastructure. The members realised the value of such benefits and were promoting the club through the word of mouth. Any business is good to go once the customers are satisfied with the deliverables and they see value for money. By the year 2003, the club had opened up 20 branches across England with additional features like a Beauty centre, which was very popular with both, the male and female members. The problem starte d in the year 2004 with the initiation of the Sports centre facility, the directors increasing interference, bureaucracy, lack of autonomy for the management and complacency on part of the management towards the operational and customer service aspects of the business. The first sign was the failure of a club, which had opened up in the posh area of Kensington, London. The management was unable to understand the reasons for the lack of members despite heavy promotional campaigns. It was then observed that almost seven clubs had not enrolled new members over a period of three months. Finally the first Sports centre initiated at the Reading branch was showing blatant signs of failure. From a membership base of six professional athletes and 4 beginners, three beginners had already dropped out in the first month itself and the remaining members were considering giving up membership of the sports centre. All this had a combined effect on the revenue figures as well as dwindling profits in the first quarter of 2004. Fortunately the two directors realised that there were serious problems with the health club and leisure centre and a meeting was called upon with the entire management team across all clubs. A whirlwind strategic conference was organised, which lasted four days, and everyone realised that there was a need for introspection and change. The main problems identified during the conference were 1. Lack of Autonomy 2. Lack of focus on customer service 3. Lack of flexibility amongst management 4. Lack of improvisation tools to enhance business prospects 5. Lack of focus on new customers as well as old 6. Lack of personalisation, which had been a competitive advantage at one time The problem now was to understand and plan a strategy to combat all the problems listed above. Change is always a difficult proposition since it needs people to do something new, something they are not aware of and this especially since it takes them into an insecure environment. The framework involving strategic change might comprise the organisation structure, culture and skill set. When implementing plans for a change proposal, one needs to comprehend if the change runs as deep as the organisation structure and culture since the latter is a deep process which needs a lot of time, patience, acceptability and understanding. Peters and Watermans (1982) defined strategy as the core structure of change, strategy is the deliberate or emergent pattern of decisions which shape an organisations future and its fit within its environment. These decisions may involve changing the future scope and shape of activities or major areas of internal change aimed at protecting or enhancing capability. [Grundy Tony (1993), p 28] The changes at fitness first would not only need the management personnel who were part of the conference but also individuals who were contributing at one level or another at every branch. Each personnel needed to understand the extent of the problem and be willing to bring about the required change so that the organisation could once more progress towards growth, profitability and satisfied customers. Carnall (1986) is an important contributor to the process of managing change. As per Carnall, implementing change goes through a series of stages, which involve, denial, defence, discarding, adapting and internalising. Change needs very adept and fragile handling of people, according to Lewin (1935), the cycle of change spans a considerable amount of time, it depends on how fundamental or challenging the change is, also there is always some decline in performa nce in managers and thats what the change agents need to account for [Grundy Tony (1993), 40 46]. A change agent is the person in charge of bringing about the change process; the agent might be internal or external depending on the circumstances as well as the extent of change. This agent is a manager with special qualities, which will make him/her effective and successful in planning and executing the process. Charles Handy (1999) uses the ten roles defined by Mintzberg as a basis for making one understand the different roles of the manager. As leading personnel the manager needs to be a figurehead, leader and liaison, all these are interpersonal roles. In the capacity of an administrator, he/she needs to monitor, disseminate and be a spokesperson these are informational roles. Lastly as a fixator, he/she need to be an entrepreneur, disturbance handler, resource allocator and negotiator, these are decisional roles. Since the meeting at Fitness First, it was strategically de cided that each centre would be assigned a change agent who will be internal given the extent of the problem. The senior management, local teams and the directors based on a compilation of all the above qualities, mutually listed the change agents. Charles Handy brings in some interesting perspective on how organisations are, as much as people would like to view them as well-oiled machinery, they comprise of people. People from different backgrounds, cultures, lives, opinions and behaviour. All these people compete for resources, power, recognition and their own judgements. There will always be a difference of opinions, values and culture, each one would conflicts of priorities and goals, there are pressure groups and lobbies, cliques and cabals, rivalries and contests, clashes of personality and bonds of alliances. [Charles Handy (1999), p 209 210] Since the problems being faced at Fitness First were grave in appearance, the directors were very forthcoming in following a p articipative approach, from top to down in the organisation. They realised that the autonomy and right to exercise power in the individual sphere of the managers was a positive attribute, which had to return to the way the organisation functioned. As per Rosabeth Moss Kanter (1983), the participative approach is only taken when the change agents view the problem as internally driven, based on choice and responsiveness, rather than something which is imposed externally facing extreme resistance. The architecture of change needs an awareness of foundations, Rosabeth Moss Kanter (1983) an academic expert on change management states that the change agents need this history of relationships, coordination, mutual trust to learn from a successful story and imbibe the values in the new process. The art and architecture of change, also involves designing reports about the past to elicit the present actions required for the future [Rosabeth Moss Kanter (1983), p 288 290]. The build ing blocks of change can be easily interpreted from Quinns definition of managing strategic change, The most effective strategies of major enterprises tends to emerge step-by-step from an iterative process in which the organisation probes the future, experiments, and learns from a series of partial commitments rather than through global formulations of global strategies. Good managers are aware of this process, and they consciously intervene in it. They use it to improve the information available for decisions and to build to improve the information available for decisions and to build the psychological identification essential to successful strategies. Such logical incrementalism is not muddling as most people understand that word it honours and utilises the global analyses inherent in formal strategy formulation models and embraces the central tenets of the political or power-behavioural approaches to such decision making [Rosabeth Moss Kanter (1983), p 288 295]. The pro cess of change as defined by so many academics needs trust, loyalty and faith in the change agent who will lead the people involved through the process. The managerial style in organisations like Fitness First needs to change as part of the change management process. The hierarchical form needs to become more networked where people have access to information, there is informality, equality and there is lateral bottom up communication. Birchall and Lyons (1995), talk some more about the way businesses need to become more effective and efficient, as this will help in the change process, similar to fitness first businesses need to rethink the way work is being organised and executed. This is due to the changing demands of the customers, the expectations and aspirations of the employees; the transformation comes through with revamping of operations and by taking advantage of emerging possibilities. Expectations and communication brings us back to the way the change agents would draw personnel at Fitness First into rectifying the problems being faced by the organisation. Change is not always about something new; sometimes it is about going back to the foundation and grass root level of the origination of the business. Since the change was primarily internal, managing the expectations of the people involved about the quantity and quality of change would be very important. The people involved need to know that the change is being brought about within the structure and culture of the organisation to eventually benefit everyone by being part of a successful venture. Since the profits are dwindling, it does call for extreme measures, which people might not be expecting. The biggest fear amongst employees in the face of change is the insecurity of not having a job, these fears had to be allayed by the change agents at the earliest else the performance would dip to a large extent. The second step was to know expectations and then communicating the plan for managing and executing change in the way work was being handled. The final steps needed at Fitness First were 1. Changing the organisation structure in certain places depending on the agenda and need 2. Make the business more result oriented through customer satisfaction 3. Training for all personnel to understand customer relationship management 4. Motivate the employees through personal belief to work towards rectifying the problems 5. Open door communication policies to make operations transparent 6. Introduce annual reward management system for employees and customers A communication plan was the first step towards personnel involvement in the change process. When complacency sets in and people get comfortable with their surroundings, change mostly uproots them from this comfort zone and more often than not, the results are not very encouraging. The change agents brought into play an effective communication plan, which covered the scope of change, the effects and results. Since there was a need for restructuring, the involvement of people is necessary, listening and learning become prime to making it a success. The agent has to take people into confidence about how the change will affect them internally as well as externally, from the view point of the organisation as well as personally. Another important factor to be remembered by the change agents is the five-model process for managing change diagnosis, planning, implementation, control and learning. At fitness firs t the first two stages were near completion and the following three were moving at a parallel pace with the ensured commitment of the staff. According to Margaret Davis and David Weckler (1996), a major factor underpinning the success of failure of change is the capability of the organisation in question. Organisational capability is a big part of the organisations competitive advantage; it is also a reflection of its inherent flexibility, adaptability, and capacity to preserve single-mindedness, rationality despite all pressures, internal or external. Coming to fitness first, now that a detailed analysis of the organisation structure and resources was through with a new one in place, displacement of employees from their previous positions had to be dealt with patience. It is important to time and again bring in communication tools and enforce the change objective and what it does on a larger scale. The anxiety and insecurity need to be dealt with, once the commitment is pa rt of the change project, success is not difficult. Once the change agents had spent time, money and effort in designing the new organisation chart, it was important to see how well it could be implemented. This brought us to the three important ingredients of implementation communication, impact analysis and transition management. In this case the employees needed to know if the reporting system would be different, working in different divisions under different people would be a part of this transition. The customers needed to know if the services changed with this process in flow and if the representatives they dealt with earlier would also change. On all accounts, effective communication was introduced through a first ever group wide meeting being called to mitigate or absolve any doubts which might hinder the change process. The customers were dealt with newsletters and individual meetings as deemed appropriate. Fitness First change agents had devised a list of ripples t hese changes might create and so there were already back up resources and plans in place. Each Change Agent had accounted for a transition manager in their teams who would be responsible in overseeing that the transition took place as effectively and smoothly as possible. After long, fitness first had brought changes in the structure and introduced open communication channels; there was more autonomy in the organisation. This gave way to a common platform for employees to chip in ideas about growth potential and customer enrolment. The sports centre introduction was seen as a moderate expansion plan and so new associates and trainers were introduced to cater to the demands of upcoming talent. Apparently a talk with the old members revealed that they missed personal training regimes and a dedicated coach scenario, which led them to the decision of quitting membership. The introduction of the Customer Relationship Management program was an effective measure, which reintroduced one to one personal communication between members and the club centres. There was a monthly reward program for the most successful idea of the month; all these tools went a long way in hauling employee confidence, motivation and loyalty. The customers were also content and satisfied with the resurgence of these change measures, which showed responsiveness on part of the club towards their reaction and value. Customers always need to feel important and taken care of; this is the oldest adage for any successful business. To conclude the design of an organisation cannot be rigid. Given the current competitive environment and unpredictable markets, they need to be more in tune with the customers and changing business conditions. The only constant is change and so any organisation their structure and business processes need to be productive, flexible, adaptable and responsive to changing business needs. Fitness First was able to bring about internal changes which the manageme nt deemed fit, yet in the future there will always be need for more review processes to see when and where another change might be required. This was a learning lesson for fitness first, a platform for them to realise the need to become a learning organisation to stay abreast of competition and external environment. Senge (1990) introduced the concept of the learning organisation, one, which constantly reflects, understands, and evolves and changes based on internal and external conflicts and needs. All organisations need to imbibe the qualities of a learning organisation and the sooner they do o the better. Finally Change involves the interaction of a number if systems within an organisation. These may interact with one another in ways, which will either facilitate or inhibit change. A key factor in managing change effectively is to understand how these systems interact with one another. Openness to understanding these interdependencies is identified by Senge as being a cruci al part of the learning organisation [Handy Charles (1999), p 12 25].

Movie Analysis Hello - 964 Words

Tijo Joseph Contemporary Perspective Film Response –Malaysian film â€Å"Hello† The Malaysian comedy film â€Å"Hello† portrayed a new culture which was truly an altered perception from what I had originally perceived. The storyline of the film is fairly simple to dissect as it tells us the story of three friends each interested in one particular women and a doctor who catches her interest. However, though the storyline was easy to gauge, there were numerous amounts of scenes which had me question the motive for certain actions. First and foremost was the style of comedy. In comparisons with other comedic films; there was a certain revulsion which was hard for me to shake. In the films representations of humor and wit, a repeated gesture of†¦show more content†¦In addition, it seemed as if landowners and farmers had more stature in which they had better lifestyles and living accommodates than the physicians themselves. Some questions which had loomed was â€Å"Is the class and authenticity of life really similar to Malaysian lifestyle?† â€Å"Is this video quality and low cost film production common for 2013 produced film?† However, though the movie seemed bland and outdated for the viewing audience; there were many lessons viewers can take away. For example, my initial reaction is simply the overall idea that this movie is made of a different cloth than what I’d usually expect in comedy. The comedy wasn’t riveting as expected and at certain times, felt it failed to live up to its latent potential. One key aspect which was very irritating to watch was the flat comedy some Malaysians find funny. This film was top ranked but seemed just about ordinary in my eyes. The level of comedy in certain developments was bizarre and second-rate at best. For example, a comical depiction was a romantic setting in which one of the protagonist brushes off a repulsive overweight girl obsessed with him. Secondly, one echoing experience that followed throughout this film was the voices of men. These voices didn’t sound bothersome because of the language, but because the high volume pitch articulated by it. In certain scenes, these voices literally

The Forbidden Game The Kill Chapter 9 Free Essays

string(52) " was a click and another card appeared in the slot\." As the coin clunked somewhere in the machine’s innards, Jenny heard a faint buzzing, then a mechanical ticking. The glass brightened, and Jenny could see that two bare lightbulbs had gone on inside. They illuminated a wizard, maybe two feet high and wearing a surprisingly mournful and pained expression. We will write a custom essay sample on The Forbidden Game: The Kill Chapter 9 or any similar topic only for you Order Now As Jenny watched, it began to move jerkily, like clockwork. Its eyes opened and shut, and its eyebrows lifted and fell. .Its lower lip seemed to be jointed and moved below a surprisingly fine and lifelike beard, as if it were mumbling to itself. Its face was ruddy plastic, with carmine lips and deep shadows under the eyes. Jenny could see layers of caked-up paint on the cheeks. Poor thing, she thought. Absurd as it was, she felt sorry for the mechanical figure. It showed much finer workmanship than the barn dancers, but it was undeniably in a state of disrepair. Its paintbrush eyelashes were matted, its black velveteen robe dusted with red lint. A strange feeling was coming over Jenny. A squeezing in her chest. It was ridiculous to feel this way about an automaton. But it looked so pathetic-so trapped there in that box, in front of a stapled-on backdrop of shabby red velveteen†¦ . And something about the figure †¦ something about its face †¦ The wizard held a chipped and peeling wand in one clenched fist. He raised the wand and struck it on the table in front of him-Jenny could see the indentation where he’d done it many times before. His eyes opened and shut, rolled around, moving back and forth. They didn’t look at the wand. His lower lip moved, showing white painted teeth, but there was no sound. He seemed to be talking to himself. Jenny was mesmerized by the wizard’s jerky, almost violent movements-but she didn’t know why, and she was getting more and more frightened. It’s because he looks like one of those homeless guys at the shelter, she told herself. That’s why he’s familiar. No. It was more than that. Something about the plastic face, a face frozen in an expression of ineffable sadness. The glass eyes rolled, staring straight out at Jenny. Dark as marbles, strangely tired, strangely kind. She knew. She really did know then, but it was such an impossible, intolerable concept that she pushed it away. Slam-dunked it back into her subconscious. Too insane to even think about. She heard a click at the bottom of the machine and saw that a card had appeared. She reached for it reflexively-then stopped for just an instant, again feeling as if her mind was shouting a warning. Her fingers closed on the card. She turned it over and stared at the writing on the other side. Then she felt herself begin to faint. The cramped lines of type were faded but perfectly readable. Not a prediction or a personality chart. The entire card was covered with two words typed over and over. HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME HELP ME †¦ The letters swam in front of Jenny’s eyes, merging into a scintillating black-and-white pattern. She couldn’t control her trembling or the shuddering in her stomach. She couldn’t feel her legs. And she couldn’t scream-even though there was a screaming inside her. She felt the floor bang her palms and rump as her legs gave way. â€Å"What happened? Did it do something to you?† The others were around her. Jenny could only look up at the glass, box, as her fingers tightened on it. Those tired dark eyes, oh, yes, they were familiar. But they didn’t belong with a shabby velveteen robe and a long angel-hair beard. They belonged with a slight, stooped body, a cardigan sweater, and thinning white hair. And a smell of peppermint, because that was what he always carried in his pockets. â€Å"It’s my grandfather,† Jenny whispered. â€Å"Oh, Dee, it’s my grandfather, it’s my grandfather. †¦Ã¢â‚¬  Dee cut a glance at the box. When she looked back at Jenny, her face was composed. â€Å"Okay, now, you take it easy. Lets get you some water here..† â€Å"No!† Jenny screamed. She was completely out of control. She hit Dee, beating at her feebly with her fists. â€Å"Don’t humor me’. It’s my grandfather in there -they’ve done it to him. Oh, God!† Tears were flying as she whipped her head. â€Å"It’s a joke, don’t you see? He was a sorcerer-now he’s a wizard. I thought he was dead-but this is so much worse-â€Å" Dee simply grabbed the flailing hands so Jenny couldn’t do any harm. Jenny could see Michael’s brown eyes, and Audrey’s chestnut-colored ones, looking over Dee’s shoulder. â€Å"It’s true,† she gasped, quieting. â€Å"Look at the card. He wants help. He wants out!† Michael picked up the card silently, showed it to Dee and Audrey. They all looked at the box. The wizard was still moving, staring straight ahead with his tragic expression, hitting the table with his wand. His hands were all in one piece, Jenny noticed with wild precision. She could see beads of paint in the slight grooves between the fingers. She’d thought the Shadow Men would eat him. That was what the hungry eyes in the closet had wanted. But whatever they’d done with his body, his soul was here. They’d put it in this-thing. Stuck it in a plastic body so that he could stand forever moving like clockwork when the machine was activated, endlessly banging his wand. Julian had said the Shadow Park had been created ten years ago, and for a special reason. It was ten years ago that her grandfather had disappeared. â€Å"They did it to punish him,† she whispered. â€Å"They put him here so he could never die-they trapped him the way he trapped them in the closet†¦ .† Her voice was rising. Michael swallowed, looking sick. Dee’s nostrils flared. There was a click and another card appeared in the slot. You read "The Forbidden Game: The Kill Chapter 9" in category "Essay examples" Dee reached for it, letting go of Jenny’s hands. Jenny scrambled to her knees to see it over Dee’s arm. LOOK IN THE BLACK CABINET. â€Å"There,† Michael said. Jenny twisted. Behind her was a shiny black machine with a wide, darkened oval window. It looked relatively new, and a plaque read: speak to the spirits, ask any yes or no question. Jenny knew the type of game. The window lit up and a skull nodded or shook its head to answer you. A wave of icy cold swept over her, as cold as the water in the mine ride. â€Å"Do it, Michael,† she whispered and held her breath. Michael wiped his mouth with the back of his hand. He glanced uncertainly at Jenny, then put a coin in. The glass brightened. There wasn’t a skull inside illuminated from below with a ghastly blue light which clearly showed .there was nothing below either neck. At the sight of them, Audrey screamed thinly and Michael retched. Dee grabbed hold of Jenny hard enough to hurt. â€Å"Now do you believe me?† Jenny said, her voice rising again. â€Å"They’re here, they’re all here!† Michael was pressing his hand to his mouth. Dee was holding on to Jenny. Audrey was still making a thin wheezing noise. Nobody answered Jenny, but in the cabinet the heads of Slug and P.C. bobbed. The blue light shone on their chapped, loose-hanging lips. They looked unconscious-as if unseen hands were wagging them by the hair, making them nod. You guys were so tough, Jenny thought, unable to look away from the cadaverous faces. Such bad boys. Breaking into my house, stealing the Game. Barging into the Shadow World uninvited. Now you’re both here and you don’t look so tough. And- â€Å"Summer,† Jenny whimpered. â€Å"If Summer-if Summer-â€Å" â€Å"Jenny-â€Å" â€Å"If we find Summer like that- â€Å" There was a click. Dee snatched the card before Jenny could get to it. She read it, holding Jenny away. â€Å"What does it say?† Slowly Dee turned the card. LOOK IN THE FUN HOUSE. â€Å"At least it’s not another cabinet,† Dee said. Michael said, â€Å"You mean, you think it’s about â€Å"I-maybe. Or†-Dee’s face relaxed-â€Å"it could be a clue for a doubloon.† Audrey shielded her eyes. â€Å"I can’t stand those things-make them stop,† she said in a ragged voice. The heads were bobbing slowly up and down, nodding again. â€Å"I think that’s our answer,† Michael said. â€Å"Yeah, but which is it-Summer or a doubloon?† â€Å"I don’t care, I just want to get out of here,† Audrey said. â€Å"We can’t go,† Jenny said to Dee. â€Å"We can’t leave him, we can’t go anywhere.† She pulled herself up using the wizard’s cabinet as a support, and leaned a hand on it, looking into the glass. â€Å"I have to help him.† â€Å"Jenny.† Dee touched her elbow gently. â€Å"There’s nothing you can do for him.† Then, as Jenny held on to the glass: â€Å"All right, what are you going to do for him?† Jenny didn’t know. Stay here with him-if she could keep from screaming. Break the cabinet to pieces. But then what? Could she stand to hold the thing that was in there, cuddle it like a stiff, oversize doll? If she broke the doll, would it kill her grandfather? Or would he still be alive inside his pieces? He’d rather be dead than be like this, she knew. But how did you kill something that wasn’t alive, only trapped? â€Å"Oh, I’m so sorry,† she whispered, pressing her hand to the glass. â€Å"I’m so sorry, I’m so sorry†¦.† It was her fault-he’d gone in her place. Given But Dee was right. Jenny couldn’t do anything for him now. Her hands trailed down the glass. â€Å"We’ll go to the fun house.† On their way out she turned back to face the wizard’s cabinet, looked into the dark, staring eyes. â€Å"I’m coming back,† she said. â€Å"And when I do, I’ll help you.† The heads were bobbing in their case as she left. Out into the night again. Jenny wished she had a map. Her memory for some parts of the park was sketchy. â€Å"The fun house is up near the very front,† she said, â€Å"so it’s got to be somewhere that way.† She pointed the way they’d come. â€Å"Yeah, but more to the left. We can cut across there.† Dee was more talkative than she had been since Audrey’s accident, but her voice was still not quite itself. They passed rest rooms, trees, a large refreshment stand. The Tilt-a-Whirl was dark; so was the Enterprise. And so, as they approached it, was the fun house. Then an uncanny sound began. Two slow, rising notes, repeated over and over. Jenny recognized it. â€Å"The foghorn on the ark.† Lights were going on in the large boat, first outlining the roof, then illuminating the windows of the house on deck. Jenny could see animals in the windows: an elephant, an ostrich, a hippopotamus, and at the very top Father Noah, with an expression more like a leer than a grin. The ark began to rock visibly. â€Å"Looks like they’ve got the welcome mat out,† Michael said. They entered through the whale’s mouth, walking on the spongy pink tongue. Inside, the doors were slanted, exacerbating the rocking feeling. Jenny began to feel giddy immediately. She couldn’t see much inside. Black lights made Audrey’s white nylon jacket glow and Dee’s eyes flash. We should have looked for controls, Jenny thought. There must be some way to turn on the lights in these places. But when she looked back, the door she’d just come through was gone. Instead, there was a glass booth, with a human figure silhouetted inside. Summer! Jenny’s heart gave a terrible jolt. She took a step toward the booth, then stopped. She couldn’t tell anything about the figure. She took another step, one hand out toward the glass. Oh, God, I don’t want to see this†¦ . A light in the booth went on. Wild laughter assaulted Jenny’s ears. It was the sound of somebody going insane, and at first it frightened her so much that she couldn’t take in what she was seeing. Then she focused on the figure. It was a hugely fat woman, bucktoothed, with freckles like birthmarks and scraggly hair. Her hands waved in front of her as she cackled and guffawed. I remember that! Laughing-oh, what was her name? Laughing Lizzie. She used to be in the arcade, and she always scared me. Jenny scanned the florid face, looking for something familiar in the emptv eves. Could Summer-be in there? Summer had been tiny, dimpled, with thistledown blond hair and dark blue eyes. She’d been as light as a flower petal stirred by the wind. Could they have destroyed her body and put her in this bloated plastic thing? Or maybe she was like P.C. and Slug. Maybe there was a table somewhere in here with a piece of Summer’s old body on it. But Jenny couldn’t see anything she recognized in the fat woman’s eyes. Nothing to make her want to look any closer, especially since the demented laughter was going on and on. She glanced at the others. â€Å"Let’s keep moving.† They stumbled through twisted corridors and across shifting floors. A blue Day-Glo hippo gaped at Jenny, a snake dropped from the ceiling in front of her. From all around came panting, growling, weird music-a cacophony of strange sounds. It made it hard for Jenny to hear even Dee and the others right next to her. And it was hard to examine the exhibits. Chain-link fencing was strung in front of many of them and had to be pulled away. Every figure that looked even vaguely human had to be studied, and anything that looked like gold had to be scrutinized. â€Å"Everything in here looks suspicious,† Michael said as they stared at a laughing man with three faces that rotated slowly on his neck. Jenny was most disconcerted by the mirrors. On the floor they mimicked endless drops, reflecting lights down into infinity. On the walls they confused her, duplicating her own wide green eyes, Audrey’s copper hair, Michael’s pale, set face. It reflected Dee’s supple movements, making it seem as if there were dozens of camouflage jackets all going in different directions. Zach always hated these mirrors, too, Jenny remembered, turning a sharp zigzag corner. Enough that Julian put them in the paper house as part of his nightmare. She suddenly realized that she hadn’t thought about her cousin in quite a while. She’d been too busy worrying over Tom-and over how to survive. But she did miss Zach. She missed his winter-gray eyes, and his sharp-featured face, and his dry intelligence. Even if Tom had been safe, she would have come to the Shadow World questing for Zach. â€Å"Ugh,† Dee said. â€Å"What’s this?† They had come out of the mirror maze and were now in dark, windy corridors with very unsteady floorboards. There were displays every few feet-much like museum displays, except that Jenny had never seen this kind of thing in any museum. â€Å"Disgusting,† Michael said under his breath. â€Å"Replogle, disgusting †¦Ã¢â‚¬  Replogle was really the name of a map company, but Michael thought it made a much better adjective. He was trying to cheer himself up. Because, Jenny thought, the displays really were gruesome. They were torture scenes. Wax figures were set up as victims and torturers. Some of the equipment Jenny recognized. The rack. The Iron Maiden. The stocks. And some of it was dreadfully and harrowingly unfamiliar. Boots with handles like the vise Tom’s father had in his garage workshop. To break bones, Jenny supposed. Grotesque metal helmets with iron tongues that gagged the victim. Cages too small to stand or lie down in. Every kind of device to burn, or cut, or maim. â€Å"This was not here this afternoon,† Audrey said. â€Å"It’s my fault, I guess,† Dee said after a moment. â€Å"I went up to San Francisco once with my mom, and there was a place at Fisherman’s Wharf-like a chamber of horrors, you know? It gave me nightmares for years.† Abruptly she turned away from the nearest scene and leaned against the wall, head down. She was breathing hard. Jenny peered through the darkness. â€Å"Dee?† â€Å"Yeah. Just give me a minute.† â€Å"What are you mumbling?† â€Å"It’s-it’s, uh, this thing for when you get upset. I got it out of-† She paused. â€Å"Ancient Chinese manuscripts.† â€Å"In what dialect?† Audrey demanded. â€Å"Mandarin? Cantonese?† â€Å"All right, it was from a kung fu movie. But it works. It’s pretty long, but the end goes ‘I am as strong as I need to be. I am my only master.'† â€Å"I am my only master,† Jenny repeated. She liked that. Julian and his people might be the masters of this world, but not of her. No one was her master if she wouldn’t let them be. â€Å"Is it helping?† she asked Dee. â€Å"Enough. I don’t think I’m going to faint or puke right this moment.† Shock tingled in Jenny’s palms. The very idea of Dee fainting was so outrageous-so frightening-she couldn’t cope with it. Dee was never that scared. Only maybe she was, especially when confronted with things that physical courage couldn’t do anything about. The stuff around them here was history -and who could change that? â€Å"I’m gonna join Amnesty International if I ever get out of here,† Dee muttered. â€Å"I swear, I swear.† â€Å"Mother and I already belong,† Audrey said. Mrs. Myers? thought Jenny, and Dee said, â€Å"Your mom?† Audrey’s mother was a society matron, good at making finger sandwiches and arranging charity fashion shows. She and Dee didn’t get along. â€Å"Maybe all that organization is good for something after all,† Dee murmured. Jenny still had a very bad feeling about the place. She wanted to hurry through it, to not see as much as possible. And they couldn’t. They had to check every figure, staring into faces the color of peach crayons, with teeth that were a little too shiny in the spotlights. The skin of the wax figures had an unreal inner glow, as if the outer layers were translucent and the color buried somewhere inside. But none of the glassy eyes looked like Summer’s. And nothing moved, although Jenny was in constant dread that an eyelid would flicker or a chest would rise. If they start coming to life, I’ll go crazy, she thought almost with detachment. Just screaming, staring crazy. It would be a relief to go crazy at this point. â€Å"Jenny-† Michael’s voice was choked. Jenny turned. â€Å"Blue,† Michael said, and Jenny saw what he meant. It was on a table. Above it, suspended by a rusty chain, was a huge wooden disk with bloody iron spikes. It was a little pool of china blue precisely the color of Summer’s shirtdress. Something was inside the dress. Funny that Jenny could remember that outfit so exactly. Summer had appeared on the doorstep wearing it the night of Tom’s birthday party, looking fresh, sweet, and completely inappropriate, since it was freezing outside. Now it was lying on a table, encasing a body. Although the figure’s face was turned away from Jenny, she could glimpse sandaled feet curled up at one end and soft light curls at the other. Jenny stood frozen. It had happened too suddenly; she wasn’t prepared. She’d seen that dying in the Shadow World didn’t mean you got buried and disappeared. She’d known they were looking for Summer, however transformed, however defiled Summer might be. Ever since Michael’s dream she’d allowed herself thoughts that Summer might not be lost completely. But now that she was face to face with the possibility, she couldn’t cope with it. She didn’t want to go and look, didn’t want to know. She glanced at the others, saw them standing paralyzed, too. You have to look. You can take it. It’s probably just a normal wax figure with nobody inside. And that’s not blood on those spikes, it’s red paint. She knew this was comnletelv irrational. She knew very well that it probably wasn’t just a normal wax figure, and that there was no reason for the blood on the spikes to be anything but blood. After everything she’d seen in the Shadow World, after what had happened to Slug and P.C. and her grandfather, she knew that. But her mind needed to say something to get her legs going. To keep away the pictures of Summer’s head falling off when Jenny took her by the shoulder, or of some Rosemary’s Baby-type monster looking Up with crafty, glee-filled eyes. The huge log disk swung on its chain above the table. I can take it. I can take it. I’m strong enough. Jenny inched closer. She could see the spun-sugar curls, just the color of Summer’s hair, and the little hands lying folded like rose petals. She couldn’t see the face. The log swung, creaking. With sudden inspiration Jenny thought, am my only master.p She reached for the figure’s shoulder. â€Å"Look out!† Dee shouted. How to cite The Forbidden Game: The Kill Chapter 9, Essay examples

Impact of Study Stress on Students

Question: Discuss about the Impact of Study Stress on Students. Answer: Introduction Study stress has a great impact on the health of the students. Students may suffer from the various health issues such as eyestrain, headache, back pain, anxiety, depression, tiredness and memory impairment. Literature Review Some of the literature states that the study pressure that create various health issues can be reduced by the stress management. Stress management has a strong relation with the nursing. Creswell et al., (2014) mentioned that the stress level of one should be managed mainly the chronic stress to improve the everyday life. In case of students, it is necessary to maintain the stress as they have opt do extra curriculum activity as well as study (Carlson et al., 2014). Stress refers to the important negative consequence to avoid the health issues. On the other hand, Smith (2014) suggested that the students can take break during the study and should not sit for long time for study purpose. This can affect negatively on the student. In case of study, concentration plays important role. Hence, the student needs relaxation. The students can listen music or go for a walk that will refresh their minds. The student can get fresh air by the walk on open road or field. On the other hand, Smith ( 2014) opined that the students can take a shower or can read some amusing books to light the mood. Sitting for several hours for study purpose can create various health issues such as tiredness, stress, neck pain, back pain, memory impairment, headache and lack of concentration, sadness and anxiety (Carlson et al., 2014). In these consequence, the parents need to be careful as well as the students. The students need to be careful about their health. Goyal et al., (2014) mentioned that with the ill health no0one can concentrate on study. Methodology and Data Collection For the research, quantitative research methodology will be chosen. This method will help to emphasize the objectives and analyze the data collection via survey and surveys. The researcher will choose the survey method for collecting the data. The subjects of the research are the students of nursing who have the load of study pressure. Ethical Approval The research study will follow the ethical issues. At the time of research methodology, the researcher will follow the code of conduct. This will help to identify the right and wrong set of behaviors. The researcher needs to analyze the role of study on health of students by maintaining the ethical issues. Research Schedule The research may take 7- 10 weeks to complete the research as the research has several steps to follow. However, Boss, Bryant and Mancini (2016) mentioned that any research topic may be either cross sectional or longitudinal in nature. This depends on the time allotment for the particular topic. Validation, Reliability The validity of the collected data depends on the data collection method. Therefore, the researcher needs to careful during choosing the data collection method. The participants, who are involved in the data collection method, were not forced or influenced. Therefore, there are no issues regarding the reliability in the study. Data Analysis Figure 1: what do you think is causing stress during your studies? Figure 2: what are the effects that you feel from stress? Figure 3: what do you do to relieve your stress? Figure 4: were these helpful to get rid of the stress? Figure 5: do you think stress management should be added as a subject to your nursing program? Barriers to Research The barriers that can affect the research are the time, ethical issues and budget. Due to the cross sectional nature of study, researcher will get limited time to study the work in short time. With the limited budget the researcher will face various limitations in study of research topic. Sharing of Research Findings The research findings have implications in the nursing practice. Entire study will focus on the research topic. The students face problems due to study pressure that needs to be reduced. The study will find the relation in between study stress and implication for nursing practice. References Boss, P., Bryant, C. M., Mancini, J. A. (2016).Family stress management: A contextual approach. Sage Publications. Carlson, D. J., Dieberg, G., Hess, N. C., Millar, P. J., Smart, N. A. (2014, March). Isometric exercise training for blood pressure management: a systematic review and meta-analysis. InMayo Clinic Proceedings(Vol. 89, No. 3, pp. 327-334). Elsevier. Creswell, J. D., Pacilio, L. E., Lindsay, E. K., Brown, K. W. (2014). Brief mindfulness meditation training alters psychological and neuroendocrine responses to social evaluative stress.Psychoneuroendocrinology,44, 1-12. Goyal, M., Singh, S., Sibinga, E. M., Gould, N. F., Rowland-Seymour, A., Sharma, R., ... Ranasinghe, P. D. (2014). Meditation programs for psychological stress and well-being: a systematic review and meta-analysis.JAMA internal medicine,174(3), 357-368. Smith, L. G. (2014).Impact assessment and sustainable resource management. Routledge.